Army Officer Accuses Generals of 'Intellectual and Moral Failures'

[dusty]

Regarding the exodus of the company grade officers from the active Army, I'd like to offer a bottom-up viewpoint. I work with 4 Captains who have each mentioned they will most likely be leaving after our next deployment. We all have at least one deployment to Iraq or Afghanistan - I'll leave the list of qualifications at that, though I will mention two were selected to attend SF's selection course, but were told by the BN that they couldn't be spared. The disconnect between company grade officers and say, 05's and above, is enormous. Anything done at the BDE level is inherently viewed as the COL shooting for his star by the guys down at my level. Several mentioned the catalyst was a cancelled four day, we were recalled (the entire BDE) to undergo safety training such as how to properly light a BBQ pit, proper procedures for typhoons and the like due to the death of two soldiers on pass. No one really cared about the four day, but the consensus was the commander was just performing a knee jerk CYA action. I know that many of you gentlemen are looking from the top down, and I wanted to speak up for the LT and CPT viewpoint. The empty promises (more time with families while you're CONUS) and apparent lack of common sense, have not gone unnoticed.

[Ken White]

Our recurring failure to absorb and process lessons is, to say the least, distressing. That same comment could've been written by a company grade officer during both Viet Nam and Korea (the latter to a lesser extent).

Same syndrome precisely, times may be a bit different but our inability to learn from our mistakes is mind boggling.

All us old guys can say is, "Hang in there, it'll pass." Always does -- but that makes it no easier to accept, I know.

The disconnect between senior Field Grades and Company Grades has existed more often than it has not, it's not total but in my observation, it's been entirely too common. I understand why it's there but do not understand why the system does nothing to fix it.

Goes back to that inability to trust I mentioned among other things. Most Lieutenants can command companies and many a PSG has led a platoon quite well but fear of failure intrudes...

Dumbb -- with two 'b's...

[wm]

Goes back to that inability to trust I mentioned among other things. Most Lieutenants can command companies and many a PSG has led a platoon quite well but fear of failure intrudes...

Dumbb -- with two 'b's...

I do not want to disagree, but you might want to consider that it is hard for senior leaders to trust/forgive the youthful mistakes of their subordinates when even more senior leaders are in their knickers because political leaders and legislators are pushing for answers to questions asked by E3s, E4s, or their relatives, whose continued support is the basis of said politicians re-electability.
In this vein, I remember having to respond, as a 2LT, to a Presidential inquiry that managed to come down through the entire chain of command (a few 4-stars, a 3-star, 2-star, etc) because one of my PFC's wrote to ask the POTUS why she could not be joint domiciled with her Navy husband half way around the world. Needless to say, she never chose to ask why at my level before firing off her letter to President Carter.

Today's members of Generation M are probably even more likely to jump the chain than my young troops were in 1977. (In fact, I think Gen M attitudes and values have much to do with the bloggers' issues about clamping down on such. But that is grist for a different thread.)

Additionally, the state of technology is now such that the most senior leadership can (and sometimes does)get up close and personal with everything a squad or fire team leader does or fails to do.

Is it any wonder that almost everyone in the chain is engaged in micromanagement? Not to say that this right, only that a lot of folks out there may seem to feel it is necessary for survival.

[Ken White]

Spent way too much time dealing with it.

I understand the why -- I just rabidly disagree with the philosophy. I have seen it over the past 58 years, 45 of 'em employed and the last 12 retired but alert and with one or two serving sons during the time. It didn't get heavy until Viet Nam, been downhill ever since. The LTCs who got there in 68 found out they had a lot of 2LTs and SGTs, great kids, do anything but didn't know much and required detailed instructions. "Engineering success" as a minor in Military Science got its start.

I can also sympathize with your time wasting letter from on high; seen a few of those -- the best one involved explaining why a Red Star Cluster was fired at a beach resort by a mildly inebriated troopy who didn't believe the outdoor waiter was serving him promptly. I did get to respond that "EM has been advised that the possession while off duty and the discharge of pyrotechnics in a civilian jurisdiction is a violation of the UCMJ and State Law. Appropriate disciplinary action will be taken." I told him not to be stupid again and I thought that was appropriate; know what? He didn't ever do that again.

The chain needs to be jumped on occasion. I agree these kids today are probably more prone to do that but if the chain of command functions decently and the troops aren't afraid to ask questions, a lot of that can be precluded. The attitude too prevalent in the Army that Privates (or, even worse some places, Lieutenants) aren't paid to think is abysmally stupid and needs to go. Drill Sergeants should get a decompression and retraining period before going back to a TOE unit.

The state of technology is indeed awesome and possesses that capability. However, there's a solution to that sort of stuff and the Troops will find it. For example, at one time, Satellite link digital cameras were issued to the LRS Companies so that images could be sent back for analysis. When the troops discovered that said images caused a bunch of really dumb questions from some analyst or his boss back in the rear, an amazing number of those probably expensive cameras were lost on jumps...

I found out at age 18 that a radio had an on-off switch and I never hesitated to use it. Bad Batteries are such a pain.

Still, I have seen a number of commanders, perhaps 20% of all I've known, over those years who did not succumb (or successfully sidestepped) all the factors you cite and the others that we both know. The micromanagement you cite has always existed in every Army, nature of the beast. However, it was minimal in ours before about 1962. The introduction of the USR had a great many unintended consequences.

Post 1962, in Viet Nam a number of commanders were noted for doing squad Leader stuff, too frequently from circling helicopters. I had two Brigade Commanders, one per tour. The first left standing orders in the TOC to be awakened if all three Battalions were in heavy contact and he refused to accept from or make a radio call to anyone below a Battalion CO or S3. Two of the three Battalion commanders were similarly inclined and operated the same way. Bde Cdr in the second tour was equally trusting and hands off.

Everyone doesn't succumb to the disease. All the system has to do is pick those for advancement. Instead, it seems to try, too often, to force those guys out and pick the birds at the water glass types.

I've known a number of senior people who wanted someone they knew (even if the guy was marginally competent) in critical positions, known some who had an entourage they took with them from job to job. Those entourage people were generally in the "do whatever the Boss wants" mode as opposed to the "Do what's right mode." Been my observation and experience that if you're good, you can do what's right and convince the Boss that it is right (or is his idea; deviousness never hurts...). The difference between those two types, also in my observation, is very simple. Lack of, or possession of, self confidence.

The point is of course, that it need not be as we both know it too often is. It is that way due to a systemic problem -- and Congress is at the head of that chain that can be remediated. All that's required is the self confidence to select tough,smart people for promotion, trust people, let them do their jobs and take the flak when subordinates screw up as they're prone to do on occasion. That works. Works even today in good units (and all units are not created equal, anymore than are all commanders or any other kinds of people)

Oh, and to get Congress to back off? Easy. As one of my favorite gen-gens used to say, "This is an easy life, all you have to do is know your job, do your job and be fair." I submit that if the Army did its job better -- or all the Services did theirs; all have the same sorts of flaws -- and stopped trying to tap dance to Congress that, dumb as I think they are, they'd probably back off a bit.

For today, Nah, it's no wonder -- but it flat isn't right. It needs to be fixed.

[Armchairguy]

I read one post and think, "He's got a good point". Then I read a point counter to the first and say the same thing. This site is excellent. As a civilian with absolutely no credentials other than as someone who played wargames with his brother for 20 years and gobbled up books on warfare, I find it pretty neat to be able to learn from and talk with people who know their stuff.

It would be great if we had some generals in here as well. From what I've seen this would be a great way for them to get some good ideas, to get the pulse of their subordinates, and to get into some lively discussion without the (I expect) usual bull. If there aren't any standing generals around maybe we could convince some retired ones to join in.

Somewhat earlier in the discussion there was a lot said about improving education for officers. I think it would be equally useful to give the enlisted ranks a chance at languages and other courses. One thing that has come up in science articles as a way to keep peoples minds flexible is to keep them using their minds in a variety of ways (use it or lose it). This might even have the benefit of making the armed forces a more attractive career choice. That together with more pay (did I hear a cheer?) would attract more people who would otherwise turn to the private sector. Another benefit might be to have a larger number of officer candidates coming out of the ranks.

Anyway, I'm kind of meandering now, so I'll quit.

[SWJED]

... so you can read this:

Challenging the Generals by Fred Kaplan

On Aug. 1, Gen. Richard Cody, the United States Army’s vice chief of staff, flew to the sprawling base at Fort Knox, Ky., to talk with the officers enrolled in the Captains Career Course. These are the Army’s elite junior officers. Of the 127 captains taking the five-week course, 119 had served one or two tours of duty in Iraq or Afghanistan, mainly as lieutenants. Nearly all would soon be going back as company commanders. A captain named Matt Wignall, who recently spent 16 months in Iraq with a Stryker brigade combat team, asked Cody, the Army’s second-highest-ranking general, what he thought of a recent article by Lt. Col. Paul Yingling titled “A Failure in Generalship.” The article, a scathing indictment that circulated far and wide, including in Iraq, accused the Army’s generals of lacking “professional character,” “creative intelligence” and “moral courage.”...

[Rank amateur]

Regime change was accomplished quickly. Only after that, did problems arise. Powell prevented mission creep in the first Gulf War. It can be done. I think the military, and the country, misses Powell.