Welcome to Our Task Force,

Dear Lieutenant Hardcore: We've received word that you'll be joining our task force shortly. Welcome aboard! Over the past months you've been drinking from the "Armor Fire Hose" at Fort Knox. Some of what you've learned you'll use immediately; some you'll use later. Some... well, you're probably wondering why it was taught. But believe me, you'll use it ALL. Clear your mind of all that for the monient. I want to take a few minutes to brief you on what I expect of you, what your fellow officers expect, and what your NCOs and those terrific young soldiers expect. More to the point, these are lessons learned from the common failings I've seen in new lieutenants. I expect you to make your share -we all have. But attention to these should make your transition to an effective platoon leader a lot smoother for you and your soldiers. You are always on parade. Act that way. No matter what you do, there is a soldier who takes notice. And believe me, that fine young man understands the concept of leadership by example. If you walk down the sidewalk and fail to pick up apiece of trash, you're telling that soldier that police call isn't important. Leadership is not the place for "DO as I say, not as I do." In ethics, moral courage, personal conduct, appearance, tactical proficiency - there can be no double-standard. Before you do something, ask yourself, "Would I do this in front of my soldiers?"

Be yourself. Don't get side-tracked by stereotypes of infantrymen from the movies. Or "war stories." I couldn't care less what kind of vehicle you own, what you chew or drink, what your T-shirts say, what sports you play, or what your hobbies are. I don't care if you're outgoing, loud and gregarious, or if you are quiet and pensive. None of that impresses me. You'll find the Great Captains of history were an assorted lot, anyway. What I DO want are officers who are mature, steady under stress, who have a deep sense of duty, who have a burning commitment to their soldiers and families, and who learn quickly. Officers with "fire in their belly." Officers with substance. Rock-solid and completely reliable. So, again, be yourself and take pride and confidence from your training at Knox. (You're much better prepared for your first platoon than I waL) Remember, our soldiers can spot a phony in seconds. They don't want someone who is nice to them; they want someone who is fair, who is a role model and who will keep them in one piece on the battlefield. They want a combat leader, not a "buddy." Share the hardships with your soldiers. Be the last member of your platoon through the chow line. Don't crawl into your sleeping bag while your soldiers shiver in below freezing weather without theirs. (Would you believe I caught a platoon leader doing just that while surrounded by his troopers?) Never, ever get comfortable until your soldiers are.

Related to that is care of your soldiers and their families. Yes, 1 said their families. You're not married? Doesn't make a difference. We are in a profession in which the demands and the sacrifices we may Lieutenant! ask of our troops requice us to provide for those families. That care is a 24-hour, seven-day duty. No turning it off over the weekend. I could go on forever about this, but at this point in your training you should understand it. If you still don't understand that commitment, or if you are unwilling to support those people to that standard, we don't need you.

Set high, realistic standards. I didn't say comfortable standards. I didn't say unattainable standards, either. Train your soldiers and NCOs to those high, realistic standards. Give them responsibility, the authority to execute it, and hold them strictly accountable to meet the standard. Train to standard, not to time. No standard? Then, set one! Remember: A standard not enforced is worse than none at all. Be consistent. Soldiers have no problem with high standards as long as everyone has to meet them. Allow double-standards, and you're doomed to failure. Guaranteed. Seek advice. You are not alone. Combat is a team effort. If you're unsure of how to handle a situation, then ask. Someone in the history of this great Army has faced a similar problem and can help you. Use your fcllow officers, the company XO, the lSG, your platoon NCOs, or the command sergeant major. There's not a thing in this world wrong with asking subordinates for recommendations. You don't have a corner on the "brains market." Frankly, I'm very suspicious of any officer who DOESN'Task for advice. Don't let your soldiers suffer because of a dumb decision you make through false pride. ARMOR - September-October 7990 33 I know you’re an eager, hard charger. Great! But temper your initiative with the requirement to hold your subordinates accountable for doing THEIR job. Don’t ever let your desire to “get it done right” override letting the other guy do it, perhaps not to standard. Sure he might goof. Sure you might have to conduct remedial training for him. But the minute you do his job, you can no longer hold him accountable

- and you can’t run a platoon by yourself.

NCOER. Give your subordinates responsibilities, give them the training to standard to accomplish them, provide the authority and support. they need, and then hold them accountable for their performance. The stakes are too high in this business to worry about hurt feelings. I regard the accuracy of the reports you render not only as a reflection of the rated NCO, but perhaps more so as a measure of your moral courage. Think about that long and hard when you’re tempted (as we all are) to inflate your ratings..

Integrity and ethics. Our word is our bond. We deal in soldiers’ lives. We must have absolute faith and trust in each other. I accept whatever you tell me at face value, and I may have to base tactical actions by this entire battalion on a single report you submit. That is a sobering responsibility.

There’s no such thing as a “good field soldier.” “Yes sir, I know his personal appearance is poor and he mouths-off too much, and he had a positive urinalysis, but he’s a real good gunner and a good field soldier.” Nonsense. Don’t believe it. What makes a good soldier is the self-discipline and pride to meet or exceed standards wherever he is, field or garrison.

Stay in top physical condition. Train to EXCEED the standards. There is no substitute for superior physical conditioning to build self-confidence and project a sense of control.

You are a platoon LEADER, and you can’t lead from the rear.

Prepare to be a company commander right now. Tactical situations often cause the nearest officer to become the company commander. The enemy won’t care whether or not you need time to get your act together. Stay aware of what’s happening on your left and right. Pay attention to everything on the radio net, not just calls for you. Ktlow your company commander’s intent. In that regard, I routinely “kill-off each company commander at some point in each of our training exercises. That helps train junior leaders, giving them confidence through experience; and it tests our ability to maintain continuity of command. Once you’ve settled-in, try the same idea in your platoon. If you become a casualty, 1 expect your platoon to continue the mission without a misstep.

Get to Ranger School. Period. You’re a combat arms officer, and our soldiers and their families deserve the best leadership. I’m sure that, when bullets are flying and your life is on the line, and with all that means to your family, that you want the best company commander and the best battalion commander controlling things. Your soldiers ask - and deserve - the same from you as their platoon leader. Ranger is the best leadership training available. You will never be the best you can be until you know how you’ll perform under extreme physical and mental stress, as well as fear of injury. And how far you can push your soldiers until they are ineffective. Short of actual combat, Ranger training is it. So you think that unless you are infantry, Ranger doesn’t apply? You miss the point. Remember, the dismounted patrol is the teaching vehicle; the real lessons are in the performance-under-stress and leadershiu arena.

That’s enough for now - just some key points. You’re one of the most privileged people on earth. You will soon lead the finest American soldiers I’ve ever seen. They will put their lives on the line, (and don’t think training can’t be just as deadly as combat) based on your orders. Your challenge is to be deserving of their loyalty. Lieutenant Colonel Marshall L. Helena is currently Chief, Lessons Analysis Division, Center for Army Lessons Learned, Fort Leavenworth, Kansas. Born in Washington DC, he was commissioned in 1970 as a Distinguished Military Graduate from The Citadel, Charleston, South Carolina. He was initially assigned as rifle platoon leader and company executive officer in the 2d Battalion, 325th Airborne Infantry Regiment, 82d Airborne Division. Other prior assignments include company commander in the 2d Infantry Division in Korea; 5th Special Forces Group S-3 Air and A-Team commander; cavalry troop commander and S-1 in the 3d Squadron, 7th Cavalry in Germany; and a personnel staff officer and executive officer to the Deputy Chief of Staff, personnel at HQ, Forces Command. During his last assignment, with the 82d Airborne Division, he served as battalion S-3, brigade S-3, brigade executive officer, assistant to the Chief of Staff, and lastly as commander, 4th Battalion, 325th Airborne Infantry Regiment. LTC Helena received a Bachelor of Arts degree in History from The Citadel, a Master of Arts degree in Management from Central Michigan University, and is a graduate of the US Army Command and General Staff College. He has been selected for promotion to colonel.

ARMOR - September-October 7990