Archive for the 'Army' Category
A SOLDIER’S STORY
On Friday, the 6th of June, we will observe the 70th Anniversary of one of the greatest endeavors ever undertaken—Operation Overlord—the Allied invasion of Normandy which was the beginning of the end of World War II. Many veterans are already flowing into Washington, D.C. for ceremonies at the WWII Memorial, and others, including the President of the United States, will pay homage to those who paid the ultimate sacrifice on the beaches of Normandy. As Tom Brokaw is famous for saying, the men and women that made this happen are part of The Greatest Generation in our history.
My father was a veteran of World War II. He originally joined the Winnipeg Grenadiers, in his hometown of Winnipeg, Manitoba at the outbreak of the war. This was his father’s regiment which won acclaim in WWI. My grandfather was a Captain of the Grenadiers and won the Military Cross at the Battle of Bourlon Wood. My dad’s picture, in uniform, shortly after he joined up is attached with the characteristic regimental emblem of a flaming grenade.
After my dad joined up, he was supposed to ship out for Hong Kong with the Regiment. He missed the boat. He never talked about it much… something about a train not getting to the port of Vancouver on time. As fate would have it, the entire regiment was wiped out in the defense of Hong Kong. Those not killed in action spent the rest of the war in Japanese POW camps. This had to be painful for him as, in the Regimental system, the ranks were composed of young men and officers who grew up together.
So my dad became part of a new unit, The Lake Superior [Scottish] Regiment of the 4th Canadian Infantry Division. As a kid, I was always interested in what happened during the war, but my Dad didn’t talk much about it. I suppose I was a bit of a pest and I always wanted to know what he kept in his soldier’s leather shaving kit in the top drawer of his dresser. I’d often see him looking at his keepsakes of the war but he chose to keep them private. Like most combat veterans, he abhorred war and used to tell me that it was something he hoped I would never have to experience. In the run up to Allied invasion, my dad found himself in England with his new regiment. While there, he attended an officer training course and was commissioned. He enjoyed the camaraderie of his army buddies in England and after he passed away I finally got the chance to take a peek inside that shaving kit. I found a signed, 10 Shilling note, labeled Short Snorter and dated March 1944, but I had no idea what it symbolized. Turns out, the Short Snorter was the “challenge coin” of its time. Your friends signed it and you kept it with you at all times. If asked for it in a bar, you had to produce it or buy everyone a drink.
Ultimately, my dad made the trip across the English Channel to Normandy, but not with the main thrust of the invading force. A humble man, he was quick to say that he arrived in Normandy on D + 44 (days)–the 19th of July 1944, well after the initial onslaught took place on the beaches. He also maintained that he was never a hero, just a soldier doing his job for his country and his band of brothers. I found something else in his shaving kit after he passed away. It was a printed clipping with a small cellophane bag stapled to the back which contained sand. A photo is attached. He never mentioned it, but I presume this was from Resistance Forces in France and distributed amongst the troops as a souvenir or good luck charm before they departed England. My dad kept the sand until he passed away. When I found it, I was reminded of Tom Sizemore’s character in Saving Private Ryan. You’ll recall that he collected dirt in small canisters from all the battlefields he fought on.
My dad may have arrived on D +44, but when I stare at his personal copy of the 4th Canadian Infantry Division War Map, which hangs in my study, it is clear that the Division quickly entered the fray with the German Army (Wehrmacht) shortly after their arrival. As he worked his way through France, it was a slog. The dots on the map were spaced very closely together–a clustering early on around the places that he and his fellow Canadians fought and stopped to resupply, regroup and move on–Crepon, Caen, Vauchelles, Chateau de Mondeville, Verrieres, Cintheaux, Garcelles de Sequeville, Saint Sylvan, Falaise (where fierce fighting took place). Casualties were heavy on both sides.
My Dad often commented that the Germans fought hard against the Allies and in the beginning, they were not prone to giving up easily. Many of the units that he engaged were SS Panzergrenadiers–very capable troops. Trained as a “gunner” in the Winnipeg Grenadiers, I presume this skill set carried over in the Lake Superior Regiment. During combat, one of the things my dad told me he did as a young Sub-Leftenant was to order up lorries with .50 caliber machine gun mounts to bring to bear on Wehrmacht forces ensconced in the infamous “hedgerows” of Northern France. These weapons were effective and as enemy fires were suppressed, the unit moved on, not stopping to count the dead.
As logistics became a more and more difficult problem for the enemy, the German Army began to retreat towards the homeland or just give up when cut off or met with overwhelming firepower. Instead of hunkering down for the protracted fight, my dad told me that often in the middle of a firefight, some German units would raise a white flag or if they didn’t have one, just stand up in the hedgerows with their hands in the air, signaling the end of their resistance.
Situations like this sometimes presented problems for him. In a lucid moment, he told me the story of the young Sub-Leftenant, faced with a large number of surrendering German soldiers and officers. My dad said, frankly, he and his men lined them up on the road and told them to keep their hands up and start marching to the Allied rear area. He said, we only had a few Canadians on this one particular day, and frankly we were too scared to try to disarm each German soldier and officer. It wasn’t worth the risk of one of them going rogue on the Canadians. Many of the Germans officers still had their side arms but it was clear that the majority of them were finished, or fed-up, and ready to end the fighting in return for a hot meal and some rest. They chose life over death…
I remember mulling that story over and over again in my head as a kid… Wow, the Canadians didn’t confiscate all their weapons? And my Dad scared? My Dad wasn’t scared of anything. How could that be? What happened to them I asked quizzically?
I don’t really know son, we just told them to march along this road with their hands up until they ran in to the major concentration of our forces behind us.
After Falaise and other battles, the Regiment moved quickly through France and into Belgium. My dad was part of the force that liberated Bruges, Belgium. The Allies arrived on the outskirts of Bruges with overwhelming force. The Germans put their artillery in defensive positions around the town and orders came from higher command to flatten Bruges in order to keep it out of Allied hands. The German Commander refused… He did not surrender but he chose not to destroy one of the most beautiful cities in Europe. This story is repeated in the new book and movie, The Monuments Men.
While I was in command and on deployment in 1999, I asked for and received a port visit in Zeebrugge, Belgium. Bruges was just down the road and I told the crew to forego the Irish Pub and learn to appreciate the culture of Europe. To the man, they all loved Bruges. I sent my dad a post card from the town square of Bruges and he later told me that he recalled spending his most memorable night of the war in Bruges just after the Allies liberated the town. It was an all-nighter in the restaurants and bars and the Belgians showed their deep gratitude and generosity for their freedom.
The fighting continued into Holland and ultimately into the heartland of Germany. My dad had a local artist in Holland do a charcoal of him in January 1945 to send home to his mother. He was proud of that picture as the artist did the drawing in return for a carton of cigarettes. What a contrast between the young Winnipeg Grenadier recruit and the combat seasoned soldier six months after landing in Normandy. Although gaunt, mustachioed, and with thinning hair, his face reflects a steely-eyed determination to get this thing over with.
Although my dad didn’t wasn’t big on telling stories, he loved watching movies about the Second World War. It was like he was reliving some of his experiences vicariously through the big screen. So I grew up on a diet of the classics–The Longest Day (one of my favorites); The Great Escape; A Bridge Too Far; The Bridge at Remagen; Patton; The Dirty Dozen; The Guns of Navarone. Richard Burton was one of my dad’s favorite actors. He had gravitas and he brought reality to the big screen. As a kid, I was never as happy as I was when I got to go to a war movie with my Dad. That’s when admission was about a buck fifty and popcorn and a coke only cost less than a dollar at the most. Sometimes, afterward, he’d open up and out would come another great story.
One of my favorites was the story of a German Panzergrenadier Unit that found themselves surrounded and retreated into a church in the middle of a small town. My dad couldn’t remember the town… they all just blended together. The locals were quick to pinpoint the German location and there was no way out. Their choice–fight or give up. My dad found himself in the unenviable position of being the senior officer present so he had the responsibility to offer the Germans “terms.” This time, he said, he was never so scared in his life—he thought he would surely be shot. He marched up to the church under a white flag and knocked on the door. The door opened and he was greeted by a German officer, a Major. There was a short discussion and the Major wanted to know what the terms of surrender would be. My dad told the Germans they were completely surrounded. Leave your weapons behind and come outside. You’ll be escorted to the rear where you will be processed and held as POWs. The Major agreed. On the way out, the Major turned to my father and gave him his ring—a small gold ring with a flat brown stone. He said, this won’t last in a POW camp, you take it. It was, I suppose, a symbol of respect—chivalry between combatants. My dad never attended college, so this ring became his class ring—he was a member of the class of ’45—consisting of all those lucky enough to survive the war. He never took that ring off. He would have his official picture taken with that ring—it meant a lot to him. After the war, he left the Lake Superior Regiment and joined the Lord Strathcona’s Horse Cavalry Regiment. He became Commandant of the Canadian Forces N-B-C Warfare School in Base Borden, Ontario. His picture is attached with swagger stick in one hand and the ring on the other.
Living on Walcheren Loop on Base Borden was pretty cool as a kid. Many of my friends’ fathers had also fought in the war. Behind our house, there was an armored proving ground where Centurion Tanks maneuvered. The interior of the loop was a playground and ball field. Saturdays were the best day of the week. The baseball diamond was transformed into the scene of the movie The Sandlot. Kids of all ages and all skills would just show up and self-organize. There was no adult supervision… none was needed. You played all day until you were covered with red dirt, sweaty and exhausted. Sometimes when we tired of baseball, the field would turn into a war zone. Kids brought out every G.I. Joe they owned, all their accessories, all of our plastic helmets and Mattel rifles and set up the lines of battle. Trenches were dug on the perimeter of the field and the pitcher’s mound became a machine gun nest. Close to Dominion Day (Canada’s 4th of July celebration), every kid would come to this mock-war with his private stash of “ordnance.” During the skirmishes, sparklers, firecrackers, cherry bombs and the occasional M-80 were tossed like grenades across no man’s land. Windows would rattle in the Quarters on Walcheren Loop when the M-80s went off. It’s a miracle someone didn’t lose an eye or a finger, but they didn’t. OSHA standards didn’t apply back then. At the end of the day, the Canadians always won… so it is written.
Before the advent of iPads, iPhones, Laptops and Tablets, kids found traditional ways of entertaining themselves. I spent all of my allowance building models of the war machines that fought the campaigns of WWII. I liked airplanes the best. When I visited the Udvar-Hazy museum near Dulles Airport for the first time last year, I spouted off the designations and noun names of nearly all of the aircraft on exhibit: Messerschmitt ME-109; ME-262; ME-163 Komet; Supermarine Spitfire; Hawker Hurricane; P51 Mustang; P-40 Warhawk; F4U Corsair; F6F Hellcat and the Focke-Wulf 190 to name a few. Someone said, How do you know all this stuff?
Because I built them all, I said.
One day when I was putting the finishing touches on Revell’s best scale model of the Focke-Wulf 190, my dad walked in. He did not like the fact that I sometimes dripped Testor’s glue on the blotter of his desk. What are you up to, he asked?
I’m finishing up the Focke-Wulf 190 I said.
He stared at the aircraft and said, Oh, I remember that one… I sensed another great story coming and I was right.
I was walking back from the latrine [stuff always happened on the way back from the latrine] along a road to our camp during the war, he said. Out of nowhere, this single aircraft comes in fast and low and just as I turn around, he goes right over my head. So low, if I hadn’t hit the dirt, he might have hit me!
WOW!!! That’s incredible! What did you do dad? Did you shoot back? What happened?
No, I just lay there trying to regain my composure and I watched as he went over the hill. That guy scared the hell out of me and I have no idea why he didn’t pull the trigger. He could have easily killed me… Then he just turned and walked out of the room.
My dad was a great father to me, but oftentimes, I felt like a soldier in the barracks at home. He reminded me of Darrin McGavin, who played the dad in the movie “A Christmas Story” and I think that’s why the movie was so successful for the contemporaries of my generation. Life imitating art or vice versa. Mom was the one who always bailed me out when I was in trouble.
My dad believed in a balanced diet. He loved Brussels sprouts… I hated them. To me, Brussels sprouts were what broccoli was to President George H.W. Bush when he was growing up. With everything else on my plate gone, the Brussels sprouts always remained. My dad would say, you’re not leaving this table until you eat your Brussels sprouts. I would protest and he would say, sometimes, during the war, that’s all I got son–a plate of Brussels sprouts–now eat every last one of them! I could only manage about three in any one sitting and then my Mom would bail me out. Brussels sprouts are an acquired taste and in my adult years, I’ve learned that Brussels sprouts served with an aged balsamic vinegar sauce and grated parmesan isn’t all that bad. My dad would be happy to know that.
He would also marvel over a simple can of peaches from the commissary. What’s so great about canned peaches I would ask? He would say that these were a real treat during the war. On occasion, when closer to the rear area, the cooks would produce a few cans of peaches for the men. He would crack open that can and skewer one with a knife and slowly chew on that piece of fruit enjoying every savory bit as it slid down the back of his throat. As a kid, I could never comprehend why this was so great…
Then there was his favorite story about Calvados–the apple brandy indigenous to the region of Normandy, France. One day, after a trip back from the latrine, my Dad tripped on something he thought was a tree root in a field on his way back to the company area. When he looked back, he saw the neck of a bottle. He unearthed it and it happened to be the first of many bottles of Calvados buried out there, presumably to keep it out of German hands. My dad was a hero that day to the rest of the men in the company. Calvados remained his favorite liqueur until the day he died. Another acquired taste that I grew to appreciate as an adult myself.
My dad’s last assignment in the army was the one he enjoyed most—Canadian Defence Liaison Officer to Combat Development Command at Fort Belvoir, Virgina. He relieved a contemporary named Lieutenant Colonel Ian MacDougal Grant. Colonel Grant was a great guy. He had the swashbuckling good looks of Errol Flynn and he used to give me a lift around Fort Belvoir in his convertible VW Karmann Ghia. He and my dad were great friends and it wasn’t until my dad died that I noticed the name “I. M. Grant” on his Short Snorter… they had obviously been comrades-in-arms for a very long time.
My dad retired from the Canadian Forces in 1972, after the decision was made to integrate all combined arms into one force and go to one green uniform. My dad had to give up his Crimson Red Mess Dress jacket and his Full Dress Blue Tunic replete with chain mail on the shoulders. All symbols of the Lord Strathcona’s Horse Regiment. Some traditions die hard. He’d done 32 years in the Forces. It was time to go.
He was never so happy when I became an American citizen because he loved America and Americans. He was unhappy when Canada chose not to fight in the Vietnam War because partnerships, alliances and coalitions were very important to him. They are to me too…
When he died in 2000, I was in command and at sea. When I returned to Charleston, SC, to take care of his affairs, I inquired as to the possibility of arranging military honors from the Government of Canada at his funeral. Nothing could be done in the United States. He would have to be returned to Canada and that was not possible. My mom and I were insistent that he receive military honors, so I arranged a memorial service before my next underway on USS OKLAHOMA CITY from Norfolk, VA and I planned a formal burial at sea for his cremains. My dad was a proud Scotsman so I hired the best bagpiper I could find and a Canadian in a tartan kilt to boot! As the ship cast off all lines and pulled off the pier, the piper started to play Amazing Grace, one of my dad’s favorite hymns. The piper’s gait perfectly matched the speed of the ship as he marched in perfect unison alongside USS OKLAHOMA CITY while we backed into the harbor. On the pigstick [submarine flagstaff] of the bridge, my national ensign was accompanied that day by the Canadian Maple Leaf flag of my father. The piper finished his tribute and I ordered All Ahead Standard. It would be our last trip together as we sailed to the dive point.
I ordered the Quartermaster to plot a course to intercept the Gulf Stream, which passed through our assigned waterspace. The Gulf Stream flows out of the warm waters of the Gulf of Mexico, around Florida and up the east coast towards Canada. The natural power of the sea would take my father home. His service was short and dignified and I laid a wreath in his honor to accompany his ashes on their journey north.
This Friday, I will remember and give thanks for all the members of the Greatest Generation. Many of my friends like RADM Barry Bruner, whose dad was a member of the original Band of Brothers, or RADM Mike Franken, whose dad survived a torpedo attack and the sinking of his ship at the Battle of Savo Island, have similar stories to tell. If you see a WWII Vet around town, please stop and say hello and thank them for their sacrifice.
On this D-Day, the 6th of June, I’m going to go home, put on my DVD of Saving Private Ryan and sit down for a meal of Brussels sprouts, canned peaches and a shot of Calvados. Je me souviens…
CIMSEC and The Bridge have been coordinating on a collection of articles on the personal theories of power for several uniform service members, defense professionals, and academics. I sit down with, Dave Lyle, Rich Ganske, and Nate Finney, three other writers from the series, to discuss the nature of power, some of the theories from our collection, and the utility of such discussion.
Speaking of theories of power… remember, CIMSEC is running our “Sacking of Rome” series starting 16 June! Instead of talking about securing the commons, maintaining global security… using historic examples, modern-day developments, or potential future advances, red-team the global system and develop constructive answers to your campaign. If you were an adversary, how would you seek to subvert or tear down the global system and how could we stop you? Paul Pryce is our editor for the week: (paul.l.pryce -at- gmail.com).
Like most Americans, I have followed the repatriation of Bowe Bergdahl with interest and no small amount of incredulity. The unfolding of these events is both painful and bizarre. I’m perhaps a step closer to this story than most in that as a former special operator, I have conducted POW recovery operations. I’ve spoken with special operators who took to the field in previous attempts to recover Bergdahl. I also live in Idaho about fifteen miles from the Bergdahl home. It might be helpful to look at these events on four levels.
On purely humanitarian considerations, it’s good that a young soldier is now free from the physical and mental trauma of captivity, and that his parents finally know that he is safe and being afforded the best medical attention in the world. And I’ve watched his hometown of Hailey, Idaho rejoice at his release. All good.
On a tactical and strategic level, our nation paid a very steep price for the release of this soldier. The five senior Taliban operatives that were set free to gain Bergdahl’s freedom are very dangerous men. They are zealots who are loyal to their cause, and will most certainly return to the fight and seek to kill other Americans. And not just Americans. A great many Afghans–members of the Afghan National Army, local security and police forces that we have trained, tribesmen, and tribal entities–stood with us against the Taliban. What happens to them? We understand that these freed Taliban leaders are to be held in check by Qatar authorities for a year. We also know that in a year’s time, we will significantly draw down our forces in Afghanistan–but not all. Those who remain will be at a significantly higher risk. And again, what about those loyal Afghans who at our urging, opposed the Taliban? I fear that in setting free these five hardcore Taliban leaders, we have released a plague that will descend on those Afghans who stood with us. It could result in a pogrom directed against our former allies and their families, and their blood will be on our hands. Furthermore, what message does this send to other nations around the world who look to us for help in dealing with extremist and al-Qaeda-inspired insurgencies? Not good at all, in fact a very dangerous precedent.
On a legal and political level, it would seem that the administration overstepped its authority in bypassing Congress and perhaps may have actually broken the law. And I felt our President used two very concerned and vulnerable parents improperly by pushing them into the national spotlight. This is highly emotional ground, and to put them in the middle of what was sure to become a most controversial issue was both insensitive and unprecedented. Bowe’s parents get a free pass on this one–they want their boy back. But for the President to use them as top cover for political reasons; definitely not good and bordering on unconscionable.
And finally there is the issue of Sergeant Bergdahl’s actions that may have led to his capture. One has only to turn on the TV to see the multiple allegations of impropriety. It’s a circus; it’s not pretty and does us all a disservice. Yet, one fact is clear to me. When he fell into Taliban hands, they knew the value of their find, and they exploited it masterfully to their own ends. As for the Sergeant’s actions, he needs to be treated, rehabilitated, afforded counsel, and awarded a court martial. If he is exonerated, then he should be afforded the respect and deference this nation extends to its warriors who, in the course of honorable service to their country, endure captivity. If his actions violated his oath as an American Soldier and the implied obligations our soldiers have for one another, then he needs to be held fully accountable. This is neither good nor bad, but it is responsible and just.
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 .
Well, we had a little trouble with the technical side of live podcasting last week (and, as my old Macintosh computer used to say, “It’s not my fault”) but CDR Salamander and I are, if nothing else, persistent.
So please join us on Sunday, as we fight with electrons and, uh, other things in our presentation of Midrats Episode 210: “John Kuehn & Joint Operations from Cape Fear to the South China Sea”
Though nations for thousands of years have been wrestling with the challenge of Joint operations, as an island nation with significant global interests ashore, the USA has a rich history of doing Joint right, and blind parochialism. (Note by E1: Sal wrote this and your guess is as good as mine in what he meant in that last part there. Or, just maybe the electrons have struck again – Red Lectroids?)
Using this as a starting point, this Sunday for the full hour we will have returning guest, John Kuehn.
Dr. John T. Kuehn is the General William Stofft Chair for Historical Research at the U.S. Army Command and General Staff College. He retired from the U.S. Navy 2004 at the rank of commander after 23 years of service as a naval flight officer in EP-3s and ES-3s. He authored Agents of Innovation (2008) and co-authored Eyewitness Pacific Theater (2008) with D.M. Giangreco, as well as numerous articles and editorials and was awarded a Moncado Prize from the Society for Military History in 2011.
We will also discuss his latest book, just released by Praeger, A military History of Japan: From the Age of the Samurai to the 21st Century.
Please join us live at 5pm Eastern U.S. on 12 January 2014 or pick the show up later by clicking here.
Every listen is a strike against the Lectroids!
By Chap Godbey
This photo sort of looks like a ship, right? It is, but then again it’s also something else.
For this example, the vessel–an Iraqi patrol craft made by an American company and part of a U.S. foreign military sales contract–is not just one of the assets Iraq’s military needs to protect a very crowded and consequential waterspace. It’s also a multi-decade relationship, where both countries get to know each other on an operator-to-operator level as well as on other levels. That relationship can have strategic effects as the lieutenants become admirals, and the relationship builds trust, access, and communications paths outside the formal diplomatic process and regionally as well as bilaterally.
One of the patrol spaces this ship protects drives the entire country’s economy–the oil platforms and pipeline infrastructure–and its shipping. This is recognizable to a military planner, though the economic part takes a bit of wider thinking to understand how U.S. security cooperation fits into it with training and equipment. But let’s add something important on here: U.S. policy is to support Iraq’s reintegration into the region, and it’s a top foreign policy priority for the U.S. with regard to Iraq. The military sphere tends to be a bit easier in reconnection than some other spheres; navies, since they’re mobile sovereign territory in international waters, can be the fastest of those–especially when the U.S. is acting as an honest broker. To pull off that kind of multinational reintegration is not solely a military function, but can utterly depend on the military aspect. If the U.S. really wants a whole-of-Executive-Branch (much less whole-of-government) approach to a policy problem, DoD’s mass has to be subordinated to the overall effort, even when it might not necessarily make short term military sense.
The example above isn’t perfect. Security assistance in Iraq and Afghanistan has been far from the standard situation seen by a security cooperation office, and special authorities in the law made security cooperation in these countries much different than in other countries. A more forceful example would be where the host nation is paying for every penny of the asset, since feelings about “what ‘we’ are giving ‘them'” emotionally colors the discussion, and it’s worthwhile to emphasize that foreign military sales is not necessarily coming from the U.S. taxpayer. On the other hand, the nonmilitary effects of this ship and crew, and the regional effects of what this ship does and the separate bilateral relationships that navy has with regional navies and the U.S., are pretty clear and useful to bring out the challenge of thinking about security cooperation as more than arms sales or exercises.
Many folks seem to miss the nonmilitary and regional effects of the military-to-military relationship built out of security cooperation, or even that the process is heavily structured in U.S. law. This post about security cooperation misses important considerations about what security cooperation is and what it’s supposed to do (this one by the same author is better, though of different focus). A comment of mine on that War On the Rocks post identifies structural problems in the argument, and there are other opportunities for quibbling, but that post proves that it’s worthwhile to outline some basics of SC with a view towards those regional and extramilitary effects.
Security cooperation (SC) is not very familiar to most operators in the Department of Defense. SC’s a difficult skill set. SC can pay off not only as a force multiplier, but also to provide diplomatic effects which can be game-changing. DoD personnel may only experience SC once, as an exercise or engagement event, or by doing a tour that includes a collateral duty associated with foreign military sales (FMS). More experience is in the foreign area officer (FAO) commmunity, whose officers can wind up doing SC from several angles over multiple tours, but there aren’t many FAOs around. Because the skills needed are relatively obscure inside DoD, understanding of what SC is becomes fragmentary and often misses the point. American SC can suffer from that bad understanding. (The way U.S. government agencies in the Executive Branch staff and train for SC missions doesn’t help the problem, either.)
DoD isn’t the agency where SC initially gets defined—because SC is not solely a DoD mission; it’s a State mission for which Defense is the executive agent.
Let’s define some terms here. SC includes
- security assistance (SA), which itself includes
- foreign military sales (FMS) weapons sales,
- International Military Education and Training (IMET),
- a multi-page list of other programs that somehow fit or get shoehorned into the process, and
- security cooperation (Sc), a confusingly named subset of the bigger SC which mainly deals with exercise events with host nation or meetings between military personnel.
The first one, SA, is covered under federal law. (Note: IANAL and doing this off the top of my head.) U.S. Code Title 22 is the main law that covers diplomatic and consular functions and is for the Department of State what Title 10 is for DoD. The second part of security cooperation, the non-FMS part also called security cooperation, has rules under Title 22 but is more under a section of Title 10. That part of title 10 used is different from what you might expect, and it’s administered by personnel working under a different rule set than those under the full operational command of a COCOM. DoD personnel in country doing SC serve under the direction and supervision of the Chief of the United States Diplomatic Mission to that country (usually the U.S. ambassador to that country). Security cooperation, including security assistance, is a diplomatic function, under the Ambassador’s control in country. FMS cases and IMET and exercises have significant State Department approval and coordination–and additional coordination and approval by other agencies, and in some cases White House/Congressional approval–even though DoD has the mass and the executive agent role. The effect can sometimes be that the poor bureaucrat in the other agency is either like Horatius at the bridge or Niedermeyer in the riot, trying to get the massive influx of DoD people to go a different direction. It also can become counterintuitive, since American businesses might be fighting for the contract, or if one player–even a host nation–decides it’s worth lobbying for their interests more effectively to Congress than another player.
Note here that the Security Assistance Management Manual, the reference used in the War On The Rocks post, isn’t the controlling document. The law both trumps one agency’s manual and also highlights the diplomatic and interagency nature of SC. It also implies that the SC function is something we do as an ongoing and sustaining function of a country team, rather than something switched on once a COCOM has commenced large scale operations.
Since SC is a diplomatic function, one has to consider SC less like a military operation and more like a diplomatic operation. Results will be diffuse. They will have “one step forward two steps back” aspects. Results will be hard to measure in many respects. The effort will be like a coalition effort, with occasionally immense frustration on the ground and in the staff paying off strategically, but in different spheres than expected, or with effects long after the staffer is gone. For a planner looking for consistent positive results with a focused engineering-style goal oriented mindset this is anathema. A DoD planner or operator wants to get from point A to point B in a direct and uncluttered manner. Diplomacy, especially the work performed by Department of State colleagues on the country team on ground in country, is more chaotic and messy. If done right, SC advances the national interest of the United States; builds networks, access and relationships beneficial to the U.S.; eases stresses among and between partners; provides a common operating framework in the field; and provides a useful diplomatic tool as part of an embassy country team.
(Oh, by the way: There’s no Title 10 “command” in security cooperation organizations. There is no sheriff’s badge, no salad fork, no “forces”, even though the responsibility can weigh heavily, and DoD personnel could be in remote and dangerous locations. You’re a part of the embassy country team. There’s not even an organic Article 15 or medal-awarding authority, unless you’re a general for whom a COCOM has specifically delegated it in writing.)
For representatives of either agency to best advance U.S. national interest in the long term, both Defense and State have to be able to restrain some of their agency-level cultural impulses to achieve SC most effectively. Training, both in State’s A100 class for their newly commissioned officers, and at the Defense Institute for Security Assistance Management or similar venues for DoD personnel interacting with a country team, helps introduce the cultural difference to each agency. Other agencies with a hand in SC, such as the Departments of Commerce or Treasury, have a much smaller presence and make do with corporate knowledge and help from the larger groups interacting around them. (Homeland Security mainly interacts through Coast Guard personnel, who are more acquainted with DoD’s foibles and when in theater interact often with country teams with and outside the security cooperation office in the embassy.) Some aspects can cause real friction without planners realizing its source, such as when a J5 officer assumes there’s a J5 in State, or that a Post’s plan is written with the same process as DoD’s, or that the plan is followed as closely as a DoD plan would be. On the ground, people on the country team have to make it work through force of effort and personality.
The benefits of SC have national influence, not just military, from public affairs/public diplomacy to changing policies in a country. SC also has a regional influence: in the ability to use the U.S. effort as a go-between between two partners unhappy with each other, in the ability to build regional ties with the U.S. invited to play, and in the ability to influence regional decisions based on a calculation from a nation that has to deal with what the U.S. has done in the neighborhood. It could well be that host nation has no culture of maintenance and the equipment they paid for is failing. It could be that the country’s using the military to dispense largesse domestically, and the U.S. interest in improving capacity isn’t perfectly aligned with that national desire. It could be that there’s a Red Queen effect, where the security cooperation guys are running as hard as they can to stay in place capacity-wise. It could also be that those frustrating efforts pay off in unusual ways. The military planner will do well to reach out to those other American agencies, to actually listen and adjust planning based on that reaching out, to see the role of SC as more than military capacity building, and to plan for a long and difficult but rewarding SC effort.
Typically the Services study historic leaders from their own particular domain of expertise (air, sea, land), and rarely do they venture beyond this. The Navy has figures like Mahan and Halsey. The Army: Grant and Patton. The Marine Corps: Lejeune and Puller. The Air Force: Mitchell and Boyd. This past year I came across a hero worthy of study by all the services.
A few months ago I read 21st Century Mahan: Sound Military Conclusions for the Modern Era by Benjamin Armstrong, a collection of Alfred Thayer Mahan’s essays, and became particularly intrigued by one of the essays entitled Strength of Nelson. The short chapter introduced me to a military figure whom, in my opinion, exemplified the leadership traits and characteristics required to successfully implement the philosophy of mission command today: Admiral Lord Viscount Horatio Nelson.
Immediately after finishing Armstrong’s book I wanted to know more, so I read Nelson: Britannia’s God of War by Andrew Lambert. From that wonderfully written biography and Mahan’s essay I observed five lessons that every military leader should consider in order to excel at mission command.
- Reward success and take the blame for failure. Nelson’s subordinates enjoyed working for him because they knew they would be able to contribute to the plan, as well as exercise initiative, aggression, and personal skill. They also found comfort in knowing that if things went wrong, Nelson would take the blame. However, if the mission was a success, Nelson ensured that his leaders received their proper reward and acknowledgment. Lambert wrote that “[Nelson] never overrode the judgment of those whom he had ordered to execute well-defined tasks. He always worked through the proper chain of command to avoid giving offense, or undermine the confidence of promising officers. If things went wrong, he was the first to leap to the defense of a bold and decisive subordinate.”
- Remember that political courage is as important as battle courage. Throughout his career he witnessed several of his commanders get bogged down in orders and rules, resulting in the loss of initiative or sailors in battle. He felt that leaders needed the “political courage” to sometimes disobey superiors to accomplish what was in the general interest of the cause. He once said to the Duke of Clarence: “To serve my king, and to destroy the French, I consider as the great order of all, from which little ones[subsequent orders] spring; and if one of these little ones militate against it…I go back and obey the great order and the object.” His disobedience, or putting the mission before his career, avoided disaster or accomplished the overall intent on more than one occasion.
- Communicate clear and simple concepts. Reinforce with discussion. In addition to producing memorandums that explained what his subordinates should do, he also brought them in for dinners and councils to discuss the greater picture and his intent so they could exercise proper judgment when required. On the eve of battle, Nelson penned his famous Trafalgar Memorandum, and wrote “something must be left to chance…in case signals can neither be seen nor perfectly understood, no Captain can do very wrong if he places his ship alongside that of the enemy.”
- Lead by example. Nelson understood the realities of combat, and he understood that when leaders set the example, their subordinates are more likely to rise to the challenge. Nelson’s sailors loved him, because he shared the dangers alongside them. In his final battle, The Battle of Trafalgar, Nelson put himself at the deadliest spot of the battle, the flagship Victory. This location allowed him to quickly modify battle plans as well as be with the ship that would take aim to destroy the enemy’s command and control ship. Even though his personal example on Victory ultimately cost him his life, it provided the fuel for those whom he commanded to eventually overcome the French and win one of the most famous battles in naval history.
- Trust is a powerful enabler. Mahan wrote that Nelson’s trust in subordinates rested, “upon the presumption in others of that same devotion to duty, that same zeal to perform it…which he found himself.” Before the first shots of Trafalgar were fired, he sent a note to all his ships letting the men know, he trusted that they would do their duty. Nelson had absolute faith in those who followed him.
The Army’s definition of mission command can be found within the pages of ADRP 6-0, Mission Command; it is the exercise of authority and direction by the commander using mission orders to enable disciplined initiative within the commander’s intent to empower agile and adaptive leaders in the conduct of Unified Land Operations. The philosophy of Mission Command is guided by six principles: build cohesive teams through mutual trust, create shared understanding, provide a clear commander’s intent, exercise disciplined initiative, use mission orders, and accept prudent risk. Adopting a philosophy of mission command allows units to take advantage of fleeting opportunities to seize, retain, and exploit the initiative in combat.
Throughout his career, Nelson built cohesive teams based on trust. He was able to develop a shared understanding and a clear commander’s intent through constant conversation and interaction with subordinate leaders, along with mission orders, like the Trafalgar Memorandum. And it was through these mechanisms that he ensured his subordinates exercised prudent risk and disciplined initiative.
Napoleon Bonaparte once wrote, “Peruse again and again the campaigns of Alexander, Hannibal, Caesar, Gustavus Adolphus, Turenne, Eugene, and Frederick. Model yourself upon them. This is the only means of becoming a great captain, and of acquiring the secret of the art of war. Your own genius will be enlightened and improved by this study, and you will learn to reject all maxims foreign to the principles of the great commanders.” Today, as we operate with the leadership philosophy of mission command, Nelson should be one of those commanders. As his second in command, Admiral Cuthbert Collingwood, wrote of Nelson, “We must endeavor to follow his example, but it is the lot of very few to attain his perfection”.
[republished from 11/11/12]
When I see someone walking around with a poppy on their lapel at this time of year, I always feel very nostalgic and pleased that someone has donned a symbol synonymous with service and sacrifice. It may be worthwhile to remind ourselves of the precise connection between the poppy and the day in which we take time to recognize and thank all of the Veterans who have sacrificed for our freedom.
Growing up the son of a Canadian Armed Forces officer, I was always pleased when my Dad would break out his collection of poppies every year and pin one on the lapel of my blue blazer in the days prior to November 11th. Both his father and my mother’s father fought in the First World War. Both saw horrific combat and both were highly decorated for their service.
My Dad and his brother fought in the Second World War. My Dad arrived in Normandy after the invasion in July 1944 and in his words, crawled across Northern Europe through France, Belgium, the Netherlands and into Germany before the end of the war in 1945. He did not talk much of the war, but when he did, he always told me how violent and horrible an experience it was. Fiercely proud of his unit, The Lord Stratcona’s Horse Regiment, he donned the poppy every year on the anniversary of “Rememberance Day.” He captivated my attention with the story, as told by his father, of the end of World War One on the 11th hour of the 11th day of the 11th month of November 1918. Both belligerents fired every artillery shell possible across the lines to kill as many men as possible before the clock struck 1100. Many men died in those last minutes of the war. How senseless… how tragic… and how prophetic of a peace that would not last, requiring my dad to don the uniform and go overseas to finish the job that his father could not.
Every year at this time, my dad also loved to recite the poem, “In Flanders Fields” by the Canadian surgeon, LCOL John McRae from Guelph, Ontario. He was very proud of the fact that a Canadian had written this timeless testament to the brave young soldiers who lost their lives in the Second Battle of Ypres, near Flanders, in Belgium. McRae was a Major when he wrote the poem after an unsuccessful attempt to save the life of a young Canadian wounded in battle. He jotted down his emotions while looking across a brilliant field of poppies that peacefully swayed back and forth in the breeze and in stark contrast to the carnage that existed nearby in the trenches. The poem was published in London in 1915 and became world renowned almost overnight.
My dad had it memorized and I always listened intently when he repeated it to me.
In Flanders Fields the poppies blow
Between the crosses row on row,
That mark our place; and in the sky
The larks, still bravely singing, fly
Scarce heard amid the guns below.
We are the Dead. Short days ago
We lived, felt dawn, saw sunset glow,
Loved and were loved, and now we lie
In Flanders fields.
Take up our quarrel with the foe:
To you from failing hands we throw
The torch; be yours to hold it high.
If ye break fait
h with us who die
We shall not sleep, though poppies grow
In Flanders fields
Sadly, McRae never made it back home as he died in the field of pneumonia and other complications while taking care of the troops.
Almost one hundred years have passed since Major McRae wrote the poem. He is but one of millions of selfless men and women under arms who have served and sacrificed for their country.
As we spend time with family and loved ones on 11 November, we remember the sacrifice of the countless young men and women who have served or are now standing the watch. Many have paid dearly for their service in Iraq and Afghanistan with life altering injuries. Others, sadly, have paid the ultimate sacrifice. It is essential that we take time out to remember them and thank them.
If you are so inclined, don a poppy… I will.
During the mid 20th century, with the United States having been part of the defeat of the Axis during World War II and the beginning of Cold War with a former ally, the Soviet Union, California had two infantry divisions, the 40th and 49th, as the primary units of its Army National Guard. At the time, California had a population of thirteen million residents in 1955. As time passed, the 40th became an armor division, the 49th was inactivated, and the 40th once again became an infantry division. Later the 40th was transformed into a multi-state division, which it had originally started as in World War I, with only one of four combat brigades being primarily from California. Thus at its height during the 20th Century the California Army National Guard had at least thirty-four thousand Soldiers compared to about twenty thousand Soldiers who are serving today out of the thirty-eight million residents of the state.
As the California National Guard was not a recipient of draftees during the mid 20th century, and the National Guard remains a volunteer force, this has me wondering as to the disparity between the ratios of California Army National Guard Soldiers then compared to now. When both the 40th Infantry Division and 49th Infantry Division were active, the ratio between Soldiers to state residents in 1955 was about 1 to 382; today that ratio is about 1 to 1900. Especially after the United States, and many units of the California National Guard, has been involved in multiple conflicts since the September 11 attacks, should not California be able to support a larger number of Soldiers due to the increase of combat veterans who live in the state?
Therefore, here is an idea to increase the number of Soldiers serving California that may be cost effective. As I have not ran the numbers the idea is definitely open to criticism and reviewing, which I am interested in receiving, and that can only help improve the concept. Although not part of the California Army National Guard, the California Military Department has the California State Military Reserve (CSMR) and California Naval Militia. Both forces are voluntary organizations, operating under military discipline, at a relative low cost due to the units being voluntary organizations not subject to Title 10 of the U.S. Code. As California is the largest state by population in the United States it should be safe to say that it also has the largest population of combat veterans in the United States, as slightly greater than 2.5 million veterans reside in California in 2000. As I understand it, Soldiers in the CSMR pay for their own uniforms, attend drill like their National Guard counterparts, and do not receive drill pay, but paid by the state if activated.
Thus, if the CSMR begin to establish and activate units comprised of combat veterans, who meet the normal volunteering requirements for the CSMR, California should be able to increase the number of Soldiers it can call upon during times of emergency. To incentivize combat veterans to volunteer to serve in these units, the state can grant those Soldiers a deduction from their state income tax equal to the pay they would receive if they were California Army National Guard Soldiers for the drills that they attend. Depending on the number of combat veteran California residents who volunteer for these units, it could be possible to establish a new brigade. To test the concept, after necessary legislation is written and signed into law that will allow for the test of the concept, the CSMR could begin by attempting to form an infantry company, which would be about 160 Soldiers, and see how it functions. If the concept at the small scale proves successful, then the number of units can be increased following this idea, and perhaps other states can find the concept useful to them as well. If the concept proves unsuccessful, the state is only out the tax revenue that it would have received from those combat veterans who volunteered, and their unit disbanded.
Time is a limited resource for leaders. While many leaders are passionate about leader development, they don’t always have time to study for self-development or plan development sessions where participants sit around and discuss an article, book or other topic. Both avenues of development are easily disrupted by competing priorities. Social media and mobile technology platforms are great resources for leaders to interact with others and build relationships that will lead to learning and development. One platform that works well is Twitter. The capabilities of Twitter combined with mobile platforms allow both self-development and leader-led professional discussions to take place in any location, at any time, and not be restrained by time and location. This post is about using Twitter for self-development and leading professional discussions as part of a leader development program.
Twitter 101 (Skip ahead to Leader Development if you are familiar with PLNs, self-development and Twitter)
Twitter is one resource that leaders can use for learning by developing a Personal Learning Network (PLN). A PLN is an informal learning network that consists of the people a learner connects and interacts with for the purpose of learning. Learners create connections and develop a network that contributes to their professional development and knowledge(Click here for a good blog about PLNs) .The learner does not have to know these people personally or ever meet them in person. This network is relatively easy to set up over Twitter and is a simple and powerful way to both self-develop and develop others. Twitter can be a great source of information if you know how to search for and evaluate the sources. There is a wide variety of information available on Twitter; for example, almost every magazine or professional publication posts on Twitter.
People use the hashtag symbol # before a relevant keyword or phrase in their Tweet to categorize those tweets and help them show up more easily in Twitter Search. The learner simply searches for the topic or, if they know a hashtag associated with the subject, they can use that as the terms for the search (see screenshots below). For example, one of the screen shots below shows a search for “Land Warfare” and the results delivered range from various individuals to “Doctrine Man”, to ”Pakistan Defence”.
Once the results are delivered learners can sort through the posts and evaluate the information. Clicking on a hashtagged word in any message shows all the other tweets marked with that keyword. Many of these posts will have links to blogs or articles that contain information the learner is looking for. As the learner finds reliable posts, they can follow the user and build their PLN ( It is also interesting to see who the users you are following, follow as well.) One way to evaluate whether a user on Twitter is credible is by the number of follows and followers they have. Learners can also check out previous tweets by the source, which is another way to evaluate if the source is credible or not. The reporters and other contributors that work for most major news organizations post to Twitter as well and can be a good addition to a PLN.
Leader Development Program
Twitter is a great way to share information to develop others. Leaders connect with their subordinates over Twitter and share relevant content with a hashtag. Twitter can also be used for “Twitter Chats” . Twitter chats are chats that occur using a hashtag. Instead of tweeting one-on-one learners are now engaged in a conversation with many people around a particular topic or piece of content such as an article or blog post. Pictures and other media can be used as well to add more context to discussions. Twitter chats lets a group maximize their time on Twitter and participate in existing conversations when it is convenient for them. Twitter chats can take place over extended periods, and from any location, extending learning and development well beyond the walls of an office, building, or other location commonly used for these sessions. This capability lengthens the period of engagement and can lead to higher quality discussions, which might not be attainable in a normal face-to-face professional development session that is constrained by time and location (a leader development session scheduled from 1-2pm in a conference room). There are also tools available, like Storify for example, that can help learners manage and archive the chats for later reference. Through professional discussion, leaders can get to know their subordinates better and evaluate their level of competence, which can help build trust in an organization.
Leaders develop subordinates by creating experiences. Professional discussion is one of those experiences. It canimprove learning and leader development across an organization. When time is a limited resource, social media is an excellent and simple way to engage subordinates in professional discussion.
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