Brigade Aviation Elements Assignment

Returning to the 4th Armored Brigade Combat Team (ABCT) to assume command as the brigade commander brings me much joy to be reunited with great Non-Commission Officers and Officers that I have previously served with. Unfortunately, this brigade is no longer the brigade I remember when I commanded a battalion within the 4th ABCT not so long ago. In the last 30 days, I have had the opportunity to observe the ABCT and review a multitude of historical documents to assess the state of the brigade. During my observation, I believe the critical leadership problem in the 4th ABCT’s is the lack of vision for the brigade. Therefore, this critical problem has led to other challenging issues within the brigade. My intent is to provide a clear vision to the 4th ABCT, that states, “Be the best armor brigade in the world, consisting of trained, responsible, motivated, and caring Soldiers and Families; capable of executing any assigned mission with unequaled success.

The critical leadership problem facing the 4th ABCT is weak and toxic leadership has created a unit culture tolerance and indifference. While deployed 4th ABCT’s leadership fostered an elitist unit culture, tolerant of sub-standard and inappropriate behavior, and indifferent to individual development and personal needs. The demands of the short notice deployment coupled with the SFAT mission change create a stressful environment and planted seeds of separation within the BCT. The change from offensive operations to security and stability operations negated the METL tasks 4th ABCT completed during their MRE and resulted in 4th ABCT not receiving properly training or manning during their deployment. The leadership then allowed the SFAT mission to compromise the integrity of the

Shortly following the conclusion of the United States’ conflict in Korea, the American military once again deployed its service members to Eastern Asia to combat and contain the spread of Communism; this time in the form of the Democratic Republic of North Vietnam. While the vast majority of the American populace recalls the Vietnam War as primarily an exercise of ground forces and maneuver, an often-overlooked aspect of the war is the significant contribution to strategy and successful adaptation to threats demonstrated by Air Defense Artillery Soldiers of the era. One of the more proud moments for the Air Defense Artillery Branch was their pivotal role in the Vietnam War. From the branch’s only Medal of Honor winner, to the Duster, and

Over his twenty- seven year career, Lieutenant Colonel John C. Gurney distinguished himself by exceptionally meritorious

Operation Anaconda was the largest battle in the initial invasion of Afghanistan. The planning of the operation proved to be complex, especially in dealing with multi-unit joint operations. Despite the limited time for planning, limited multi-unit interoperability, and lack of resources, Organizational Management functions played an essential role in the successful execution of Operation Anaconda.

he NCO 2020 strategy is focused on creating a system that will provide the NCOs with access to develop and broadening the experiences needed in both garrison and within operational environment. In addition, leaders will individually help to commit to long-term careers, which will be essentially focused on the development of educational, professional and with the fulfillment of having a ready force for war at all times. Essentially the strategy of the NCO 2020 is to have leaders at all levels understanding that the development of Soldiers must be constant and continuous throughout their career. The best way to expand and provide better NCO development is by focusing on proficiency in each Military Occupational Specialty (MOS) and leadership

As people and technology continue to evolve so do the ways we fight wars. There is currently a gap in the knowledge and skills between current Noncommissioned Officers (NCO) and the NCOs future operations will demand. This paper goes over what the NCO 2020 Strategy is and how it will close that gap. It will identify the reasons for the NCO 2020 Strategy, the end state, and tasks NCOs must complete in the interim to realize that end state. This paper starts with the statement of the overall vision and intent of this strategy before delving into the three Lines of Effort (LOE). The three Lines of Effort being Development, Talent Management, and Stewardship of the Profession are the three primary areas of focus in the major objectives which simultaneously

The successful execution of the concepts found in Expeditionary Force 21 (EF21) reside in the ability of the Marine Corps to candidly assess the current state of the operating forces and operational needs while planning to future requirements. Shifting our focus towards the next fight will require, not an overhaul, but the refinement of how the service organizes to fight and operate with joint, and multinational, partners. This is rooted in the understanding that the Marine Corps must adjust its forward deployed posture in order to support the ability to respond across the range of military operations. Deciding where and when to deploy and how to organize in preparation for future challenges, while critical, will solely exist as an intellectual

1. Purpose. To summarize the important parts of the Army White Paper, The Profession of Arms, dated 08DEC10, for the Battalion Commander of 1-22 Combined Arms Battalion (CAB).

Operation Husky is a good case study of mission command and integration at the operational level. General Eisenhower and the Allied Headquarters performed subpar in exercising mission command and integrating service components during Operation Husky. The planning phase of Operation Husky highlighted a lack of mission command. The planning process lacked commander’s intent, understanding, and mutual trust. The operational phase of Operation Husky showed some integration of fires; and little integration movement and maneuver. Each service component acted mostly independent of each other. Furthermore, there was almost no integration of movement and maneuver within the land component, the Fifteenth Army Group. Nevertheless, Operation Husky provided important experiences and lessons to the Allies for the upcoming invasion of France.

The U.S. Army demands that all its members be accountable for their actions, equipment, records, duties and even for their fellow warriors. Planning for operations, especially during times of war, stresses the importance of

Operation Husky suffered from command and control problems affecting all aspects of joint function from its planning to its conclusion. Operation Husky was the most complex joint undertaking the Allied forces executed up until that point in WWII. While Allied forces fought together in North Africa, Operation Husky involved the largest amphibious operation to date. Complicating this were opposing viewpoints of American and British leadership, with American leaders advocating for an early cross-channel invasion and British leaders in favor of striking softer targets in order to force Italy out of the war. Eventually, Prime Minister Churchill triumphed and planning for the invasion of Sicily began in earnest.

Air Defense Artillery systems were put to use during the Vietnam War era. The systems had to do more with battlefields than to protect air bases. The weapons used were to serve as a geographical benefit. Heavy firepower was used to deliver serious land warfare. Methods of Air Defense Artillery systems deployed were executed by a variety of missions. Artillery units assisted in as much as they could including battalions and other companies. Air defense Artillery sections helped defend armor, field artillery, infantry units, and airfields. Weapons were used to fire directly and indirectly, as they were designed to be used for air defense missions. The weapons made and used were the M163 Vulcan, M42A1 Skysweeper, and MIM23 Hawk, meanwhile these

Accessibility-determine whether you are in a position to get your target. Military always have means into which they will tackle the project in hand immediately.

Sustainment is defined per ADP 4-0 as the “provision of logistics, personnel services and health service support necessary to maintain operations until successful mission completion.” This is usually compared to specific battles or even a specific theater that the Army sustains for combat operations. However, a major sustainment operation, that we can all agree that it’s less than perfect, is personnel force reduction cuts. When it comes to force shaping, the Army has no clear standard in how or when to actually increase or decrease in numbers. This often happens against leader’s request and does not match our mission statement to accomplish sustainment operations or future operations. As of right now, Army Aviation training doctrine is headed