Leadership: The Decision-Making Process (p.92-132)

These chapters give some great examples that illustrate the reality of decision-making; that it is not always easy, and you rarely have all the information you need.  Specifically, the platoons were lined up in defensive positions, however, there were gaps between the lines, and the enemy was beginning to discover and move on them.  They got lucky a few times as arriving troops from C and D managed to work their way into much needed positions just before the arrival of a massive enemy assault.  Unfortunately, despite all the preparation, the U.S. forces were unorganized, had suffered heavy casualties, and were running out of ammunition.

Tough decisions had to be made as to how to survive in such an unaided position.  They relied heavily on the artillery and helicopter support.  In order to get more wounded out, and because of medical helicopters reluctance to fly into hot zones, a halfway point was designated.  This was a decision that saved lives.  With ammunition running low, it became essential to coordinate the safe delivery and distribution of bullets, grenades, and other munitions via helicopter support.

As things started to settle down, LTC Moore was able to start thinking on the offensive.  He stopped thinking reactively, and started thinking proactively.  This shift in the commanders thought process has the potential change the momentum of the fight.  For them it meant the possibility of finally reaching the isolated platoon.  They were also able to arrange for more incoming troops, which had been put on hold due to increased enemy activity at the LZ.

Leadership: In all its forms.

There is a difference in the responsibilities between LTC Moore and his junior leaders.  The essence of this difference is characterized by the idea of the big picture verses local decisions.  In many instances LTC Moore was engaged in organizing tactical movements for support of other units and maintenance of the drop zone (or creation of a new drop zone).  On the other hand, his junior leaders were engaged in the implementation of these movements within their confined scope.

One example of this is that LTC Moore tentatively chose a landing zone from three initial options.  He then relied on the performance of the lower command for recon and to bring back pertinent intelligence.  This happened continually throughout the fight, which enabled LTC Moore to move units into appropriate support positions.  At one point he had to make the tough decision to leave their rear exposed in order to provide enough support to struggling units.  Although LTC Moore was tempted to take up a rifle and join the fight, he knew that it was more important for him to lead. 

Leadership: Preparing your soldiers for combat. (p.1-52)

Much is required of a leader; ranging from the types of personal attributes he has, to preparation and ultimately the type of leader he is in combat.  Although no leader is the same, every leader needs to have certain core proficiencies.

In the reading there were short dialogues referring to the qualities and character traits of several officers.  Each officer manifested leadership differently, but all of them had courage, intelligence, and competence, and versatility.  Other less vital qualities included being calm, stead, and hard to fluster; having a “can do” attitude; and even having a sense of humor.  I found it interesting that many of them were volunteers to this unit, practically begging to get in.

Preparation is also a key aspect to effective leadership.  An effective plan includes everything from the best scenario to the worst scenario; and it has everything in between as well.  One leader mentioned was revered for his attention to detail and ability to turn concepts into plans.  The author stated that he “ran an endless string of ‘what if’s’ through [his] mind,” and that he was always worried about planning for vulnerabilities.

Another aspect of preparation is practice.  It is important to drill and maneuver as a group.  The author worried that his battalion would suffer due to the fact that they had never practiced as an entire battalion, and because most of his soldiers had never seen the enemy, whether dead or alive.  It is also important for each member within the unit to be a leader because one bullet can change everything.  Everyone must be trained and know what to do.  The leader, then, has the obligation to know the strengths and weaknesses of his men, so that he can plan for and utilize them most appropriately.

In the heat of battle a leader has to make life threatening and life saving decisions.  In order to be aware of the risks and dangers, the author suggested that a real leader spends as little time as possible on his ‘mount.’  Leaders should be on the ground, among the men, to see what is really happening.

A leader should always be trying to figure out the enemy; how they move, act, think, eat, sleep, everything.  No enemy is the same.  The more a leader knows, the better he will help his unit avoid otherwise unknown dangers and take advantage of the weaknesses of the enemy.  The author spends a lot of time discussing how the primary goal of the North Vietnamese army was to incite attacks by the Americans, so they could learn how they fight.  Nothing is simple, never underestimate anything about your enemy.

Although this is by no means a complete set of leadership requirements, these are the things that it appears the author has chosen to emphasize.  Leadership must permeate your thoughts and actions.  It will affect your decisions both on and off the battlefield.