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Life Of A Army Officer – “It’s not always your job to build the ships and steer them. Ultimately, you have to chart the courses to make sure those you lead know where they’re going.” ~ Maj. Gen. Patrick J. Reinert, Commanding General of the 88th Readiness Division
I started my military career as a student in the Reserve Officer Training Division at Iowa State University in 1979, and in 1983 I was promoted to an officer in the United States Secret Service. I have now been a soldier for 35 years, serving actively in the National Guard. and in the Reserve. I am also an attorney and have been a federal prosecutor in the Northern District of Iowa for over 27 years.
Life Of A Army Officer
These years have provided me with countless leadership opportunities and – most importantly – countless learning opportunities.
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Whether you’re trying to litigate in federal court, help the Afghans set up a terrorism court, or run an exercise program, your plan won’t survive the first contact. You must accept the fact that change and ambiguity are given in our profession, and you must think, plan and develop different ways of working to respond when you encounter unexpected challenges in behind.
In Afghanistan, in conjunction with Joint Task Force 435 and Field Law, we are responsible for helping Afghans use their legal systems to establish and maintain the rule of law, while training the Afghan National Security Forces to Detention operations are in line with international humanitarian law.
To be successful, we must work with the Supreme Court of Afghanistan to allow the National Security Judicial Center to review all counter-terrorism/insurgency cases from anywhere in the world. the country, the Afghan Attorney General’s Office, the International Red Cross, partners, foreign countries. governments that will receive prisoners for transfer, and the US Department of State, to name a few organizations that are interested in our efforts.
Each day presented a new challenge that required evaluation and course correction. You must always watch for a black swan – an unknown, unexpected event that will change everything.
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As a lawyer, I have had the opportunity to see many leaders in action and I have been blessed to be a commander at many levels. The best leaders are not afraid to challenge conventional wisdom and look at problems from multiple perspectives. Use your staff and colleagues to challenge your thinking and test your plan. They help you understand the second and third order effects of decisions before you make them. With this power, a leader can reduce the number of blind spots and discover new opportunities, each with its own benefits and challenges.
The main purpose of my current (and last) command, the 88th Planning Division, is to control all small installations (storage centers, equipment areas, etc.) in the 19th sector from the Ohio River to the Pacific Northwest. . We only have 300 units. Some, like Fort Sheriden, Illinois, have several buildings, and most of our facilities are self-contained, not part of a larger installation. When managing a complex project, you need to challenge conventional thinking and look for opportunities to earn more while paying less. This can be done by “looking big”, such as analyzing all the infrastructure and building a maintenance plan so that you can predict which roofs will fail in a year and fix them before the monsoons come. It can also be “small,” such as providing simple routine tasks like preventive maintenance to extend the life of equipment and help Soldiers complete their critical missions. I was blessed with a wonderful staff who taught me the importance of thinking outside the box.
When the system is unresponsive or ineffective, the leader must be willing to change the game by conducting “test and learn” pilots, sharing the results with others, and encouraging success.
As our competitors (and potential enemies) evolve and our budgets are limited, change is inevitable. The most challenging time of leading an organization is the time of change or change.
George S. Patton
From helping to establish the rule of law to working with the international community to create a better system for using the Afghan justice system to investigate, detain and prosecute suspected terrorists, as a leader, I have to accept the fact that that change was inevitable and many decisions were made. the one who caused the change, it was done by others.
The key to change is influencing others to make decisions in a way that doesn’t stop me from making decisions. Change leadership requires leadership from the bottom (within your organization), top (to the leaders above you to help them make better decisions), directly (helping coordinate with your colleagues to get the right decisions), and outside (helps keep outside influences from outside). resisting change or presenting new problems to solve).
I am a traditional soldier of the military planning unit. In my regular role, I continue to serve as the Assistant United States Attorney for the Northern District of Iowa. I have also served active duty, National Guard and military reserve for over 35 years.
Holding and managing two demanding and dynamic jobs requires understanding and commitment from the civilian employee, colleagues and military leadership.
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Experiencing the support of the civilian staff and my colleagues during my deployment or deployment has made me a better leader in both roles. He showed me how to find better balance in my life and help others learn how to balance all the competing things that pull us in so many places.
Life happened to our soldiers. We need to help them find a way to balance both work and family, with family first.
Leading a team on deployment will test everything you’ve ever learned about leadership. In CJIATF 435, the work was complicated and the conditions unforgiving. We lost Paul Goins and Michael Hughes on February 10, 2014 to a vehicle detonated explosive device. We lost some of our availability due to accidents and other reasons.
Leading an organization through failure is especially difficult. I had the pleasure of learning this skill first hand from retired Major General Mark Inch. Deployment leadership requires a special level of empathy, compassion and care.
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The positions that have shaped me in my position include working consecutively as the Commander of the Legal Force, the Deputy General of CJIATF 435, and the Commanding General of CJIATF 435.
I was in Afghanistan from May 2013 to October 2014. I had the opportunity to learn from great leaders like Gs. Joseph Dunford, John Campbell, Mark Milley, Joseph Anderson, the late Major General Harold Greene and many others. Long deployments with complex missions have created leadership challenges. The fact that the command is integrated with partners, joint operations with other US services, and joint operations with many US civilian agencies is a complex endeavor.
The speed of command, along with the complexity and extreme sensitivity required to effectively manage custodial operations and develop the legal system, makes me better suited and able to function effectively in an unpredictable, unpredictable, changing and ambiguous environment.
I started my career as a military intelligence officer assigned to the 234th Signal Battalion in the Iowa National Guard. After law school, I was transferred to the Attorney General’s Corps, and in a number of advisory and leadership positions, I was selected as a military judge and presided over military and military court cases. accused of committing crimes that include absenteeism to rape and murder.
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Most criminal cases are resolved by the defendant admitting to the crime. As a military judge, it is my privilege to speak to these young men and women who enlisted (mostly after September 11, 2001) to serve the country and protect us all. I must have detailed information on the crimes each of them committed and their major failings as soldiers. I have to guide them in a way that will help them to atone for their bad behavior and pass the appropriate punishment. This is the first stage of rehabilitation. These conversations taught me the value of compassion and the value of being able to help someone in their darkest hour.
The 234th Signal Battalion was a large unit in the early 1980s with experienced personnel. With the old equipment they have, the military can do amazing things, but they are limited in their ability to work with other equipment. As a second lieutenant, I learned from some amazing senior NCOs, many of whom were Vietnam veterans. They taught me how to deal with soldiers, build a team, manage situations, and overcome adversity.
Leadership today requires a deep understanding of the strategic environment, incorporating your plan into it, and communicating the vision to the grassroots.
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