Thursday, January 24, 2013
Thursday, September 06, 2012
There, all ok? Good. It's actually a really good curriculum, and I have learned a lot. This is apparently a change, because the Captains' Career Course of the past was a "gentleman's course" where everyone passed and no one really learned anything. Now there are people failing tests and being recycled out of each class, the curriculum is intensive, fast-moving, and (in the case of the Signal Corps) pretty technical. I am having a blast.
We recently got an assignment to write a couple of pages on the Army as a Profession of Arms. This concept is getting some serious emphasis from the Chief of Staff of the Army, and has been incorporated into the culture at every level, starting at basic training. Now big tough captains get to hear about it, and give our two cents. So what I thought I'd do is, I'm going to publish my essay here. It's a short read- enjoy! And tell me what you think. (Disregard the fact that this is the first essay I have written since literally 2004.)
Thursday, September 23, 2010
On the other hand, though, I don't have any of those Soldiers any more. And let me be clear- I love being in command. Not just for the prestige (which consisted mostly of having my own parking spot and being saluted all the time) and responsibility, although those were nice. The reason I love command is because I love Soldiers, and the most satisfaction I get in my job is when I am helping Soldiers. Training, dealing with problems, presenting awards, all that stuff. It's phenomenal. And I am not there any more, not in front of a formation full of people united in common purpose and preparing to execute our mission. It's kind of a letdown.
In other news, I'm back in command! Yay! And Boo!
Yep, I was selected for a second command. I am now the commander of my battalion's Rear Detachment. For those of you who are snickering right now, believe me, I've heard (and made) all the jokes.
Here's what this means. My battalion is deploying in the near future. In any deploying unit, there are several (sometimes many) Soldiers who for one reason or another cannot deploy. Either they are leaving the Army, or are medically unfit for duty, or are scheduled to move to another installation before or during the deployment. All of those people need a place to go and someone to tell them what to do, and that is me. This also means that I am not deploying, but will be responsible to represent the battalion to all post agencies, and I am also responsible to take care of the needs of all of the family members that are left behind.
On the one hand, it's a really really really difficult assignment. I have to find something meaningful to do for all the Soldiers in my command, and once the battalion leaves, I have to ensure that all the families are being taken care of- financially, logistically, everything. So if a deployed Soldier isn't paying his rent, his wife will call me and ask me to fix it. Or if a Soldier goes on leave from the deployment and forgets his ID card and can't get on the plane, I will have to fix it. It makes me tired just thinking about it.
On the other hand, I have Soldiers again! And literally the only thing I have to do is help resolve their issues. It's great. Except for when it's not. Which leads me to this: On my first day back from my 19 days of leave (a glorious 19 days, which is incidentally the most time off I've had in over a year), there was a shooting at Fort Bliss. And two of my new Soldiers were eyewitnesses. And one of those two was the very first person to administer first aid, and he saved a life. I'm really proud of him- but he's taking it really hard. We're doing all the right things for him, getting him into counseling and whatnot, and he's doing better, but it's tearing him up. You expect to see stuff like this in a combat area, and can prepare yourself for it. You don't expect it when you're trying to buy a Gatorade at the Shoppette.
So my question to the universe is, WTF? Is that it? 19 days is all the time off I get before I have to deal with something major? Come on, cosmos.
Tuesday, February 16, 2010
Command is HARD.
Let me break it down for you all right here.
Up at 4:30
At work no later than 5:30
Daily update at 5:45
Physical Training 6:15-7:30
Hygeine and breakfast 7:30-8:30 (usually in the office)
Start work at 8:30
Working Lunch (in the office) 11:30-12:30
Catch up on email 12:30-1:00
Total daily hours at work: 12.5 On a normal (or "short") day.
This doesn't count after-hours events, meetings, and the phone that NEVER STOPS. I love smart phone technology, but it's hard to be chained to the crackberry 24-7. And I have to have it on- if I turn it off, I get in trouble. Because here's the other thing...
Everything - and I do mean EVERYTHING - that happens or fails to happen is my fault.
Yeah, that deserves its own line. Here's what I mean. For the sake of argument, let's say I have 175 Soldiers under my command. These are all grown people, 18+, who are legal voters and oh, by the way, have volunteered to serve and possibly die for their country. So let's say that one of these "adults" goes out at 2:00 am and gets drunk, then gets in a car and drives somewhere, and gets arrested. This is my fault.
Let's make it more interesting. Say this guy goes out at 2:00 am and doesn't get drunk, but in fact volunteers to be the designated driver. Say one of his pals leaves an empty can of beer in the car, and the Soldier gets stopped at the gate, and the MPs find an empty in the designated driver's car. The Soldier gets a ticket. This too is my fault.
Say a Soldier gets too fat to be in the Army, and has to be discharged from service. This too is my fault.
To be fair, when the Soldiers do great things (and more often than not, they do) I get credit for that too. But no one remembers those. They only remember the guy who was snorting cocaine off of the body of a stripper while he was in the club, underage, and got arrested (this happened in one of my buddies' units).
But all these things are my fault. And I will get asked questions.
"CPT Galan, why did you allow your Soldier to drive drunk?"
"What did you do to ensure they wouldn't drive drunk?"
"Did you tell them not to drive drunk?"
"Why did you allow this Soldier to get fat?"
"CPT Galan, what's your plan to ensure that designated drivers are trained in the 'open container' statutes in the state of Texas?"
These are incidental things to the actual, legitimate operational requirements that I have. We conduct maintenance on all 132 pieces of rolling stock (wheeled vehicles) that I have, weekly. I have a minimum of four meetings per week that I must attend. Plus the myriad last-minute "hey you" missions that come down. I know, whine whine whine. But sometimes (and only sometimes) I feel like the weight of all this responsibility is crushing me. But because I love the Army, because I love Soldiers and being a Soldier, and because I feel deeply that all Soldiers are entitled to leadership that gives a crap, I carry on.
But then something like this happens:
I had a Soldier who worked for me while I was on staff, for about two years. He was a good Soldier and a smart kid; he really worked hard and learned quickly. When I took command, I stopped being his immediate boss and became his commander- which means, ironically, that I saw him less but was responsible for more of his life.
Well, this Soldier got into some personal drama when we came back from Kuwait. He started hanging out with the wrong guys, and finally got caught with THC in his system during a urinalysis (that's weed, for those of you who don't know). He forced my hand- I had to punish him. I took his rank, took his money, confined him to the base and gave him 45 days of additional duty (after the work day- basically, from 6:00 pm to 11:00 pm). I also gave him the option: he could take his lumps and try to learn from this, continue on in the Army and recover (which is completely possible given the right attitude and motivation) or he could get out of the Army. He chose the latter, despite my repeated attempts to keep him in. I understand redemption, and I understand making stupid mistakes, and I thought he was worth the effort. But this Soldier chose to leave military service, and so I sped him on his way.
Fast forward to this past weekend. I received a phone call saying that this guy was in the hospital, having almost bled out from self-inflicted slashes to his wrists. He tried to kill himself because he couldn't find a job, couldn't afford his bills, and had no place else to go. I also found out that all this guy used to do in his spare time was watch military programs and reminisce about the Army. Oh, and his mother blamed the unit- my unit, me- for ruining this guy's life, and driving him to attempt suicide.
The good news is, this guy is still alive. The doctors were able to save him, and he's got family around. Here's the problem, though. I feel like his mom is right. I know objectively that he made his own decisions. He chose to do drugs, he chose to leave the Army, and he chose to cut his wrists. But this was one of my Soldiers, for more than two years. I trained him, I taught him, I served him. And I discharged him from the Army. This too is my fault.
This is what comes of all that crushing responsibility. The thought that I am somehow to blame for this guy's terrible life choices, because he was my Soldier for a while. And while no one is blaming me for this, I still think about it. I struggle under the weight of all of the poor decisions of my subordinates, because I have been trained to feel that I am responsible for them.
Ultimately, I think this is what makes our military great, and what defines leadership in the military services. The thought that as a Soldier, I have someone who is invested in each one of my decisions, on duty or off, is really encouraging. It doesn't matter if they care because someone told them it's their job to care, or if they care because that's the kind of person they are- the bottom line is, I'm supported. Someone has my back, just like I've got the back of every one of those 175 knuckleheads I'm nominally in charge of. I'll happily provide marriage counseling, financial counseling, get drunken phone calls in the wee hours, work early, late, weekends, and everything in between so these Soldiers know that I've got their back, because I love what I do.
But sometimes it's pretty freaking hard.
Thursday, September 17, 2009
The tall one is me, and the one who looks like a Panamanian General is my First Sergeant, 1SG Neumann. He is my right hand man, and keeps me out of trouble.
Monday, September 14, 2009
Wednesday, May 27, 2009
1. Our mission is to provide outstanding, professional support to the line batteries of 2-43 ADA BN. While the other units conduct air defense operations, we provide the critical unified command and control necessary to accomplish the battalion’s missions. Hardcore Soldiers are a team, and our job is to support the battalion’s missions in peace and war. Our attitude must always be “The answer is ‘yes,’ now what is the question?” We will take pride in our ability to sustain the combat capability of our fellow Warriors no matter what conditions, no matter what time, no matter what day
2. Hardcore Soldiers are motivated. Hardcore Soldiers are treated with dignity and respect, and Hardcore leaders constantly demonstrate real concern for Soldiers. This does not mean pampering Soldiers, but ensuring they are always trained, informed, personal problems are addressed promptly, awards are timely and punishment is exacted swiftly when needed.
3. Hardcore Soldiers are professionals. They are disciplined, motivated, and proficient in their MOS. The nature of the HHB mission requires a high degree of personal responsibility on the part of all Soldiers, particularly in staff sections. Soldiers and junior leaders must step up and take individual responsibility in their work. This means that more senior leaders must empower their subordinates and allow them opportunities to excel.
4. Non-Commissioned Officers are the backbone of the Army and of our unit. Platoon, Staff, and section NCOICs are the center of gravity around which all battery operations revolve. I will treat you with the respect you deserve- ensure you earn it. Leaders will set the example at all times. Good leadership provides purpose, direction, motivation, and will spark esprit in a unit. I expect leaders to lead their soldiers, care for them by holding them to high standards and preparing them for combat. Developing young Soldiers and junior leaders for increased responsibility is a priority in all our training. Depth is provided in our ranks through delegation with supervision, as our primary method of leader development. I expect all NCOs to know and live by the Creed of the Non-Commissioned Officer, to ensure that they are the standard-bearers of professionalism and to provide the outstanding leadership that all Soldiers deserve.
5. Hardcore Soldiers and their Families are the core of our unit. The Army frequently demands much of our time and effort, so we as leaders must ensure that we safeguard Family time for our Soldiers. I believe in a strong, involved FRG and will work to ensure that Families are informed and involved in unit activities.
6. The Army is not a zero-defect organization. We will all make mistakes- it is how we react to those mistakes that will determine our success as individuals and as a unit. I will do my best to take care of Soldiers who make honest mistakes. I do have some zero-tolerance areas, however: Drug or alcohol-related incidents, domestic violence, adultery, equal opportunity/sexual harassment or violence against another Soldier will be prosecuted with all the resources available to me.