From the Green Notebook

A Gut Worth Trusting

A Gut Worth Trusting

by Dilan Swift and Daniel Phillips

Much has been written about Frederick the Great’s “Coup d’oeil.” In translation, “stroke of the Eye” was coined to define one’s ability to observe, intuit, and correctly act in each situation. As combat arms leaders trusted to make quick decisions in uncertainty, how can we learn to trust our own intuition? Is there more we can do to open our experiential aperture and hone that all-too-familiar “gut feeling?” 

Whether formally trained or not, leaders must strive to develop an intuition that enables success and prevents the unnecessary loss of lives. By understanding how intuition is developed, leaders can readily forge tactical consciousness to aid in rapidly assessing situations, decisive action, and ultimately, trust one’s gut. 

Balancing People First and Mission Always

Balancing People First and Mission Always

by Jia Wu and Howard Zhou

  General McConville’s “People First” prerogative states, “Now with people as the Army’s top priority…the Army will deliver on our readiness and modernization priorities. When we care about people, we get them in the right jobs at the right time, [and] that is how we win.” This new approach to the old Army motto, “Mission First, People Always” made strides in cultural reforms within the Army over the last few years. It is clear  leaders are more focused now on addressing Soldier issues that affect both physical and mental well-being. These positive reforms require not only amendments to unit programs, but also  increased self-awareness at the leader-level and deeper understanding of the resources available to Soldiers.

Six Benefits to Sharing What You’ve Learned with Others

Six Benefits to Sharing What You’ve Learned with Others

by Jakob Hutter

Oscar Wilde once said, “The only thing to do with good advice is to pass it on. It is never of any use to oneself.” When we talk about the role of knowledge in our organizations, we must understand it is essential to pass on the knowledge that we have gained from our training and experience to enable others to achieve organizational success. This post aims to explore a few reasons why knowledge sharing is important for organizations and individuals to capitalize on.

But first, why should you care about sharing your knowledge? It is safe to assume you have worked hard to obtain your knowledge through personal education and experience. It may even be safe to assume you sometimes have reservations about sharing it with others. Whether through unwillingness to give up some power, believing there is not enough time, or simply not trusting the recipient, sharing your knowledge can sometimes be a challenge. However, holding onto it can potentially be more detrimental to the organization than simply sharing what you know.        

Leading from the Overflow

Leading from the Overflow

by Jason Reynado

We need to talk about leader burnout. With over a year of COVID-related restrictions while trying to maintain normal mission demands, I’m sure many of us are feeling the threat of burnout or worse – already running on fumes. Like me, many of us continue to bear the burden of leadership over years and years. And it takes a toll on us, but it’s not like we can just stop what we’re doing – we’re irreplaceable right? Or at least many of us think we are… There is not a single person that can do this job like we can, no matter how depleted we may be, right? Even on our worst day, we are still better than many other people out there. But as you read this, you can begin to see the fallacy in this mindset.

Ethics: Breathing Life or Hot Air

Ethics: Breathing Life or Hot Air

By Benjamin Ordiway 

As a military, we profess that we are a values-based organization. We excel at writing about our values. Just look at our posters, vision statements, or the latest memo you and your staff crafted. Why, then, when we talk about ethics—which the military regards as rooted in values—does the discussion often center around rules or policies?

Why Army Sustainment Units Need Gunnery Training

by Alan Farr

 In the past, the Army geared its gunnery program towards combat arms Military Occupational Specialties (MOS). The gunnery program trained combat Soldiers to be highly proficient on their assigned weapon platforms, mounted or unmounted, to safely and accurately engage the enemy during a time of war. Due to the increased combat role of logistics personnel in the operating environment, logistics now require the same weapon system expertise as their combat arms counterparts, especially while traveling on the road, mounted in military vehicles. The Army gunnery program is important for sustainment units to train gun truck crews and increase levels of survivability and functionality.

The Integrated Weapons Training Strategy (IWTS) training circular states, “The IWTS maximizes the use of training aids, devices, simulators, and simulations (known as TADSS) within all force-on-force and live-fire events in a systematic manner to increase and sustain Soldier and unit proficiency, effectiveness, and lethality.” Each crew in a gun truck with a mounted weapon platform consists of a driver, vehicle commander, and a gunner at a minimum. The vehicle commander, normally the highest-ranking, is in charge and is responsible for radio communication with external elements. Each member of the truck keeps a sharp lookout and must call out the distance, direction, and description for the gunner to engage the targets of enemy combatants at the vehicle commander’s order. Each member in the gun crew has their role. However, all of them must work together to qualify their crew on that gun truck. 

Gunnery was introduced to the sustainment world in 2010, due to the rising need for sustainment personnel to provide their own protection for supply convoys. According to Captain Brooks, a company commander in the 49th Transportation Battalion, “On today’s battlefield, sustainment organizations with minimal self-defense capabilities are often exposed to direct combat. The 49th Transportation Battalion was the first sustainment unit to complete section gunnery.” In April of 2010, Training Circular (TC) 4-11.46, Convoy Protection Platform Gunnery (CPPG), was released to outline requirements for these units. Training CPPG is now a mandatory requirement for many combat support units to have qualified gun truck crews. This training, although challenging, is necessary to train logisticians on tactical skills that will prepare them to provide security on their convoys in an operational environment.

A Real Sam Damon, Wearing a Marine Uniform

A Real Sam Damon, Wearing a Marine Uniform

by ML Cavanaugh 

Editor’s Note: This article comes courtesy of our partnership with StrategyNotes.co. 

It’s hard to admit as an Army officer, but I’d like to be more like a Marine.

LtCol Ben Middendorf—my roommate at West Point—was one of those odd ducks that cross-branched into another service at graduation. He was from a family of Marines and so, naturally, the EGA-tractor beam eventually pulled him into the Corps. He now commands 3rd Battalion, 5th Marines.

A military life means leaving friends behind. Aside from the occasional message or call, we’ve gone our separate ways. It’s one of those sad aspects of service we just accept as part of the package.

While sifting through some old stuff the other day I came across this short award speech of Ben’s (originally posted online and sent around in 2013, reproduced below). It got me thinking about Sam Damon, the protagonist in Anton Myrer’s Once an Eagle.

Positive Influences

Positive Influences

By Jim Robertson

Editor’s Note: The following essay placed second in our From Their Green Notebooks essay contest. For the contest, authors were asked to reflect on lessons learned in their favorite episode(s) of the From the Green Notebook Podcast.  The top three winners received a one year subscription to the DDPY Fitness App and an autographed copy of Steven Pressfield’s A Man at Arms. 

Throughout our lives we find people who provide positive influence on us. We find them within our organizations, in the books that we read, and in the podcasts that we subscribe to. What we learn from these individuals are the habits, traits, and actions that breed success and positive influence over others.  This essay will look at three  lessons on positive influence that were discussed and reinforced in multiple episodes of the From the Green Notebook Podcast: be genuine, help people grow, and be humble.

Perspectives

Perspectives

by Aaron Childers

Editor’s Note: The following essay placed third in our From Their Green Notebooks essay contest. For the contest, authors were asked to reflect on lessons learned in their favorite episode(s) of the From the Green Notebook Podcast.  The top three winners received a one year subscription to the DDPY Fitness App and an autographed copy of Steven Pressfield’s A Man at Arms. 

I love reading. My bookshelves are overflowing with different topics, from military history to pure fiction. In fact, I have never met a used bookstore I didn’t like. However,  not every lesson has to be transmitted in print. In fact, living in Northern Virginia these last few years has made me appreciate things I can listen to. Whether I am running or sitting in DC traffic, the best way I get information is to hear it.I’ve learned that this is not only safer, but also more efficient than trying to read articles on an iPhone on I-95. When FTGN launched the Podcast in Fall 2020, I expected great things and I was not disappointed. After listening to the podcast over the last two seasons, I feel even more strongly that leadership is about people. To improve ourselves as leaders, we must seek out a variety of perspectives, become comfortable with the topic in our everyday lives, and be willing to share our own experiences.

When You Lose Your “Why”

When You Lose Your “Why”

by Mark D. Jacobsen

In earlier episodes of the From the Green Notebook podcast, hosts Joe Byerly and Jacob Gawronski concluded each interview by asking their guests a question made famous by Simon Sinek: “What’s your why?“

It’s a great question because it reveals so much about an individual’s character, values, and motivations. If Sinek is correct, why is the most important question a leader can ask, because everything else builds on that foundation. A clear why motivates strong leaders, creates and sustains powerful visions, inspires teams, and compels followers. We often spin our wheels trying to answer what or how questions, but why takes us a level deeper, to the source from which all other questions flow.