The Critical Leadership Problem

attached. On 10 September 1951, they had fired their 150,000th round of the war. 96th Battalion

The purpose of this counseling is to document your violation of UCMJ Article 91, insubordinate conduct toward a Commissioned Officer, CPT (P) Woodard, Rosilyn. O/a 221700OCT2015, LT Namkung, while I were addressing you that you proceeded to walk away and rolled your eyes. I deemed your actions were blatant acts of insubordination and unbecoming of an officer. I will not tolerate this type of behavior and expect better from an officer of your caliber.

Among these leaders was Bravo Company’s 1st platoon’s SFC Robert Gallagher. The platoon endured terrible living conditions including no running water and filthy living space. These inadequate living conditions must be met with some relaxation on the standards they were expected to follow. Company leadership viewed this as a bribe to keep the soldiers in high spirits. In reality, they set the stage for the erosion of the morals the enlisted soldiers are supposed to possess. While the morals were being chipped away, so was the original plan the battalion had hoped to follow. Fragmentation orders became a pseudo-standard for the boys of Bravo Company. What had originally started as short-term overnight patrol bases turned into fortified traffic control points with the exception of any form of fortification other than in notion only. Despite the fact that platoon-level leadership requested for supplies they were repeatedly turned down. A major breakdown in the communication between the leadership created a loss in faith in the higher leadership for the lower-enlisted soldiers on the ground. Very soon into deployment, Bravo Company began to experience contact with unseen enemy forces. The enemy was able to engage and plant IED’s and cause casualties while remaining elusive. After the first few casualties within the company, the mission to start set up traffic control points was to begin. While conducting patrols down the road time and time

These are the words that have ended all of my counseling sheets with since I began writing them as a Corporal and will continue to do as long as I counsel Marines.

“Together with our brothers and sisters in the division, the 4th ABCT solves it missions from training to war with the highest professional and ethical standards and does the right things

Performed duties of an SGL assigned to the Basic Leader Course (BLC) for the Fires Center of Excellence (FCOE). Served as the subject matter expert for all Course Management Plan (CMP) and Programs of Instruction (POI,) training and maintaining instructor certification. Responsible for the wellbeing, safety, professional development, and training of 16 Soldiers on a 22-day recurring cycle, performing nine cycles a year. During my tenure as a BLC SGL, I achieved numerous accomplishments and achievements. Received enormous praise from the United States Sergeants Major Academy (USAMA) for renovation of a Training Support Package (TSP) that was implemented across BLCs for the entire Army. Hand-picked as NCO of the Month for September 2015, selected

This unit was practicing improper procedures for their soldiers were drinking, doing drugs, and visiting local brothels. From a tactical stand point the 48th infantry was no better in this aspect either. The patrols they conducted were inadequate and performed far from often. The area supposed to be under their control became dangerous because the insurgents moving in the area were virtually unchallenged. This was no feat for the 101st and 1st platoon because the 101st is a tactically sound unit that could establish control and a presence in the area but for soldiers that had to do so upon arrival when it was supposed to be maintained is not necessarily a good thing. The company commander of bravo, Cpt. Goodwin decided the best way to take back control of their area of operations is to have a three station cycle for his company. Each platoon would have a twenty-one day rotation at a different location carrying out a different task. The three tasks were to set up TCP on a main roads, set up a FOB and be the quick reaction force for the other platoons, and the third task was to patrol the city as per guidance from higher. The least liked job was manning the TCP’s. The soldiers did not like this job because they knew soldiers sitting in the open made for easy targets. The task of patrolling was no easy feat either, as stated earlier the previous unit left the city in poor conditions. The roads were filled with

"No officer in this regiment now doubts that the key to the successful prosecution of this war

Non-Commissioned Officers (NCO) are considered to be “the backbone of the Army”. These Soldiers take the officers

Responsibility- can be seen throughout the story, the men in this group have to carry out their mission and successfully complete it. Individually each of them have different set of skills and objectives, and simultaneously work together to reach a mutual goal; staying alive. The skills and responsibilities that five of the personnel had in the platoon were; Jimmy Cross-The Lieutenant also known as the leader of the platoon, his job was to give orders, he “carried a compass, maps, code books,

It did not take long for morale to drop, especially in 1st PLT. Within the first 4 months of the deployment, 1st PLT had lost their PL and PSG as well as a few “Joes” to IEDs

Master Sergeant Jeffrey J. Baker distinguished himself throughout a 25-year career through exceptionally meritorious service in a succession of positions of great responsibility to the Army and to the nation. Previous leadership positions of significant achievement include Human Resources Operations Branch (HROB) NCOIC, 82d Sustainment Brigade, Fort Bragg, North Carolina; Advanced Individual Training (AIT) Series Chief and Headquarters/Alpha (HQ/A) Company First Sergeant, Fort Jackson, South Carolina. MSG Baker's career culminated as the First Sergeant of the Headquarters and Headquarters Company (HHC), 369th Adjutant General Battalion, U.S Army Soldier Support Institute (USASSI), Fort Jackson, South

SFC Burns was selected above three of his peers, as the NCOIC for the Supply and Service (S&S) section. His impeccable work ethic, knowledge and keen attention to detail has enabled responsive sustainment and fostered an environment to achieve a high state of mission and equipment readiness. SFC Burns' pursuit for excellence and meticulous handling of administrative actions, attests to his professional demeanor to excel in the face of adversity or setback. He is a force multiplier to the team, testify to his personal military achievements.

* Advise the American soldiers to be wary and mindful of an individual’s inclination to be automatically and unthinkingly consistent. To be cognizant of situations where consistency is being used as a weapon of influence against them. Advise them to listen to their guts or be perceptive of the heart-of-heart signs - the feeling towards something that an individual experiences a split second before they intellectualize about it.

LTC Mullinax was instrumental in the creation of an OCS Battalion Commander conference, where all nine OCS Battalion