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Remembering 9/11 by connecting with Soldiers – One Man’s Story

September 11, 2009

Fortunately, there are many Americans who are not merely content with remembering the horrors of Sept 11, 2001. They act on those memories. On that clear and fateful morning, Gil Sanborn was working in his office across from the World Trade Center. He heard the first plane and saw the second plane hit the buildings.

In his words, Gil tried to find “an emotional and moral compass” that could transcend the national upheaval since the attacks. Motivated and inspired after he witnessed the commitment and heroism of rescue workers in the attacks of September 11, 2001, Gil decided to focus on Soldiers.

Gil rallied his friends and neighbors to reach out to Soldiers serving in Iraq. Together, they “adopted” the 2nd Brigade Combat Team of the 1st Infantry Division, known as the Dagger Brigade, during their deployment in 2006-2007 to Baghdad and Ramadi. Gil selected the Dagger Brigade because of its overseas posting in Germany, far from support of family and communities. Gil founded “Weston Supports“, a community-based support initiative to engage Americans with our Soldiers. The purpose is three-fold to:

  • provide direct help and support to Dagger Brigade Soldiers and Families
  • demonstrate support from America through a community linkage
  • educate Westonites (Weston, CT) on the dedication and sacrifices of our Soldiers

Soldiers and their families have been the focus of Gil Sanborn’s life and energy ever since.

In March 2009 during their deployment in 2006-2007, Lt. Col Bob Whittle (former Commander of the Task Force Guardian of the Dagger Brigade) asked Gil if he would come out to Ft. Riley to address his 1st Engineer Battalion at their pre-deployment ball before they headed off to Iraq and Afghanistan. He asked Gil to talk about his experiences on Sept 11, 2001. Gil, honored, gladly accepted.

On this National Day of Service and Remembrance marking 8th anniversary of the terrorist attacks of Sept 11, Gil shared those remarks with me. In turn, I shared them with Mike Pratt ‘87, who was in the building next to the World Trade Center on 9/11. This morning we spoke as we had on that date 8 years ago.

Click here to read Gil Sanborn’s remarks to the 1st Engineer Battalion.

LTC Kimo Gallahue (’90), 2-87 IN Cdr in Afghanistan, highlighted in Wall Street Journal

June 28, 2009

U.S. and China Work Together to Rebuild Afghanistan 

By MICHAEL M. PHILLIPS in Momaki, Afghanistan, and SHAI OSTER in Beijing  WSJ  20 June 2009

The U.S. and China have formed an uneasy alliance in the effort to build stability in Afghanistan.

In a valley long known as a Taliban haven, American troops live alongside Chinese road workers. The troops put their lives on the line protecting the workers. The workers put their lives on the line building a road the U.S. military desperately wants completed.

“Asphalt is ammunition,” says Lt. Col. Kimo Gallahue, commander of the 2nd Battalion of the 87th Infantry Regiment, quoting a phrase popular in the military. “Roads are one of the biggest needs in this province.”

 

Read more at http://bit.ly/7rstj

2-87 IN Cdr

2-87 IN Cdr

They told, they’re out!

May 11, 2009

1st Lt. Dan Choi, 2002 West Point graduate, Arabic linguist and Iraq War veteran, is being fired from the United States Army for publicly announcing that he is gay.

In the Army equivalent of a pink slip received by postal mail on 23 April 2009, Choi was informed of his firing because of what he said. The Army wrote, “You admitted publicly that you are homosexual which constitutes homosexual conduct. Your actions negatively affected the good order and discipline of the New York Army National Guard.”

The Army doesn’t care that Choi is gay, but they do care that he told everyone. The Army’s explanation is a weak justification of his firing. More appropriate would have been to say you violated policy, the Don’t Ask, Don’t Tell policy, therefore you are fired.

Under federal law, openly gay people are prohibited from serving in the United States Armed Forces. The military’s Don’t Ask, Don’t Tell policy is the only law in the country that allows for the firing of a person based on open expression of sexual orientation alone.

More than a decade after its implementation, the policy continues to create significant anxiety among gay service members. It is a policy which encourages gay soldiers to lie in order to continue in their chosen profession and selfless service to the Nation. This is in direct conflict with “integrity”, one of the Army’s seven core values. Integrity, by Army definition, is “do what is right, legally and morally. Be willing to do what is right even when no one is looking.” The Army proffers that integrity is its “moral compass” and inner voice. This makes sense: integrity builds trust, and trust builds unit cohesion.

So how does a service member’s admission of sexual orientation “negatively affects the good order and discipline” of a military unit? What makes Choi’s being gay detrimental to good order and discipline? That question remains to be answered. In the early 1990’s, when then President Bill Clinton moved to allow gays in the military, Pentagon brass commissioned a Rand Corporation study of the issue. The study found that gays and lesbians could serve without negative impact to the military. The study was suppressed.

A more appropriate question might be what negatively affects good order, discipline and morale in military units? A few common to mind. Leaders who do not lead by example – they say one thing and do another; leaders who are guided by self-interest – not for the good of the unit or mission; and units where standards are not uniformly enforced. Two more obvious ones are sexual harassment and fraternization. But these are already regulated – we don’t need special regulations for gays and lesbians. Meanwhile, the distancing and dishonesty that Don’t Ask, Don’t Tell requires of serving gays and lesbians certainly has a negative impact. One could argue that the policy itself is detrimental to good order and discipline.

Since the enactment of Don’t Ask, Don’t Tell, more than 12,500 soldiers have been discharged from the military for being lesbian, gay, or bisexual. According to figures from the General Accounting Office, the cost of training replacements for those soldiers exceeded $360 million from fiscal years 1994 through 2003. Included are soldiers in military occupational specialties with critical shortages, such as pilots, intelligence analysts and Arabic linguists. With the dismissal of 1st Lt. Dan Choi, the number just increased.

In a 2004 article for Compass: A Journal of Leadership Magazine, a publication of the Kennedy School of Government at Harvard University, former Army Maj. Lissa Young, also forced out of the profession of arms because of her acknowledgment of her sexual orientation, addressed the failure of the Don’t Ask, Don’t Tell policy. She wrote:

We are afraid to challenge the assumptions of our institutions even as we respect their foundations. A notable example of our failure is the unwillingness to lift the unconstitutional and incoherent policy, commonly called ‘don’t ask, don’t tell,’ that prohibits homosexuals from serving openly in our armed forces. They are told they can serve only if they treat their sexuality as a secret they must hide from the world. And in the next breath they are told that a soldier never lies.

What the 12,500 figure does not include are soldiers who complete their service obligations but choose not to continue their military careers because of the Don’t Ask, Don’t Tell policy. Many gay veterans are proud of their service and likely would have continued to serve, but the toll and cost of keeping one’s life secret became too great. It is a choice many talented, patriotic and committed soldiers have had to, and continue to, make.

The time has come to change the current policy. The commander-in-chief has the authority to suspend gay discharges under federal law (10 U.S.C. §12305) to retain any member of the military he believes is essential to national security. President Obama, please invoke your authority and leadership while you work to change the policy.

Required Viewing: “Brothers at War”

March 17, 2009

Last night, I had the distinct privilege of attending the New York screening of Brothers at War, a movie by Jake Rademacher about his search for meaning in his two brothers’ (Isaac ‘00 and Joe) service in the US Army in Iraq. The movie is produced by Gary Sinise (himself an ardent supporter of military causes), David Scantling and  Norman S. Powell (who produced Gunsmoke and most recently American Valor – about Medal of Honor winners). Because of Mr. Sinise’s involvement, the film is getting much needed exposure and has a chance to make a huge impact across the country.

An important Audience

The screening was in an intimate, smaller theater on New York’s Upper East Side. We were honored by the presence of Medal of Honor winner Jack Jacobs, Marine G Sgt Edward Allier (a tough as nails and really funny guy – prominently featured in the film), the family of Isaac’s wife Jennifer (also ‘00), and numerous mom’s, dad’s and widows of veterans. Special, indeed. There wasn’t a dry eye in the house, mine included.

Other reviews

I am not a film critic, so you can read very thorough reviews in the Washington Times or the Herald Review, among others.  My focus is on how the film relates to us as grads.

An excellent synopsis of the movie

My humble thoughts

Brothers at War struck me in the way it struck everyone else in the audience – a real sense of understanding the true hardships of deployment, the strain on families, and the pride in having a positive and accurate portrayal of all of us as American’s serving our country. It is that last reason that really hit home, however. On a personal note, I have vivid memories of my 1st interview at Goldman Sachs when a (young) associate leaned over the table and aggressively stated

“You West Pointers are all the same aren’t you? I mean it’s ‘Yes, Sir – Yes, Sir – Three bags full’  You’re all automatons who do what your told. Well, this is Wall Street and we need to think on our feet here and not just wait to be told what to do”

That misconception is somewhat prevalent in the civilian world and this film does a wonderful job portraying soldiers as they really are: thoughtful, articulate, well informed, and caring human beings. It should be the mission of every one of you to force your non-military friends to watch this important story.

The reason this Film was made

Please share your experiences, thoughts and reactions below.

The names have been suppressed to protect the perpetrator

February 27, 2009
I categorized this as nostalgia since there is not a humor section. Perhaps this should be filed as making a difference.  

I would say someone is not familiar with Schofield’s Definition of Discipline; however, this comes from a ‘91 Citadel grad…

I started a discussion in LinkedIn: How Do You Establish Trust?

I got the reply below. I am not sure replying to this person will make a difference; however, I think a lot of us would have fun replying. Feel free to reply here or in my leadership blog or directly within the LinkedIn discussion. I will copy appropriate comments over to the LinkedIn discussion. You can opt out of this option. Of course rants and other types of innapropriate responses should be kept here.

Reply to “How do you establish trust?”:

Thank you for posting this interesting topic. First to answer your question, in my opinion there is only one successful way to establishing trust. You speak honestly, say what you are going to do and carry out what you said. Anything else just falls short and will always be remembered.  

Second my opinoin on the points you use to introduce the topic. Trust is a strange thing and in all but the best circumstances a fleeting one. I would agree in principle that in order to get trust you must give it however the necessity to give it “first” before you receive it is likely to bring up a chicken and the egg paradox. Someone has to trust someone else without getting any in return to start the game.

So two comments. First, the notion that you must “give in order to receive” is incorrect on the same basis I just discussed. Secondly regarding your comment, “People cannot lead unless others trust them.” I absolutely disagree. Your trust is not a requirement for your superior to make a decision and instruct you to carry it out; only your obedience is.

In my opinion there seem to be alot of discussion topics in this group and others where the “ideals” of leadership and management are summarily posted and used as a basis for the real question; in this case “How do you establish or recommend establishing trust?”. Where we all falter is the establishment of these assumptions and following, using those faulty assumptions to prove a point.

We’d all like things to be just the way we want them. Our leaders should be nice, they should be trustworthy, they should be experts in their field, they should be social, flexible, fiscally concious, have a heart, and on and on and on. The reality is that our leaders only need to be able to do one thing and one thing extremely well … that is to be able to make a decision.

Everything else we secretly wish for in our leadership is nothing more than that, a wish. Your CEO decides, his board manages the filtering of the resources and information to the proper channels where those decisions are implemented. This doesn’t necessitate your trust, respect or anything except obedience. Having said that, I would also argue that in order to sustain a business, the issues of trust, respect and so on become much more important as time goes by. None of us wants to get stuck listening to a dictator for the rest of our careers so turn over will likely become an issue.

Final Patton Survey Results

February 2, 2009
A .ppt presentation summarizing the results and conclusions of the recent cadet and graduate survey regarding relocation of the Patton memorial can be found at  http://www.slideshare.net/secret/IkU9TgNYQx1J4v
Click on “full” at the bottom of the screen to enlarge the image.
Please forward this information to your classmates and local WP Society – and leave additional comments at the slideshare site.  (You have to register to comment, but it’s benign!)
The results of the survey have been provided to Kim McDermott, AOG Director of Communications, who assures me they will be forwarded to the Museum Historical and Memorialization Committee.
Many thanks to all those who participated in the survey.
Fred Bothwell ‘62
G-1

West Pointer Tortures Spies

January 28, 2009

This is one that will be used as a real life scenario for duty and honor classes.

http://www.worldmag.com/articles/14915

CPT Hill is accused of mistreating prisoners under his control. It seems that he is stepping up and acknowledging what he did, which is admirable under these conditions and considering the consequences; jail. If there is anyone familiar with this case, please educate us on the details of the events. It would be interesting to know;

The reason his BN Cdr was out of touch with a forward unit for days.

Were CPT Hill’s actions really contrary to the Geneva Convention, or are we witnessing the softening of the Military’s resolve to face bad, though ignarant PR?

Is this a failure of the Academy to prepare its graduates for these decisions?

Any Cadets Out There?

January 23, 2009

If any cadets read this request, please forward it to others who might be interested in the issue of where the Patton statue should be installed this spring.  We’d like to include cadet opinions in our survey results.  So far, 70+ grads have expressed the opinion that Patton’s statue should be as close as possible to it’s original location near the library, where it can be seen by all cadets on a daily basis.  Opinions differ on whether the figure should face the library or the Plain. Please visit http://www.surveymonkey.com/s.aspx?sm=5RRC36UCsc6RSiiELijbxg_3d_3d or http://tinyurl.com/c2ol2r to complete an unofficial survey of Cadets and graduates by an old grad to provide unsolicited input to the Museum Historical and Memorialization Committee re the new location for the Patton statue.

Thanks,

Fred Bothwell ‘62

G-1

Armor

A leadership lesson from “Seinfeld”

January 22, 2009

Dare to be different!

 

 

The television sitcom “Seinfeld” made its mark in prime time TV by dealing with everyday situations that each of us encounters… waiting for a payphone, losing a car rental reservation, and waiting for the cable repair man. One episode in particular that I recall is when George Costanza decides to do the exact opposite of his natural instincts.  As a result, George finds good luck by doing the opposite: he finds a girlfriend, gets a new job, and moves out of his parents’ house. By stepping out of his normal routine and comfort zone, George finds immediate success. I’m convinced many of us can do the same!

 

Sales leaders can learn a lot from this classic TV comedy about “nothing.” By doing “something” and doing it differently, you can make a difference! And more often than not, daring to be different creates a new customer, saves an existing customer, or develops an individual’s courage to take the next risk without fear.

 

I witnessed this type of risk and its rewards firsthand while a cadet at the US Military Academy at West Point. In 1983, Army Football endured a miserable season on the gridiron, finishing the season with a crushing loss to Navy, 42-13 making it 6 straight years without a win over their service academy rival. The following year, Army chose to do something different. A new coaching staff was hired. They immediately installed the wishbone offense, designed for quicker and smaller athletes that better fit the profile of the West Point football team. As a result, in 1984, Army defeated Navy and went on to beat Michigan State in the inaugural Cherry Bowl.

 

Whatever the industry, sales leaders must create an environment for their sales team to “do something different.” 

 

Sales leadership begins and ends with the customer! Knowing their pain points, their challenges and struggles, and understanding their business model are the first steps to doing something different.

 

Just like a “Seinfeld” episode, “nothing” can be a good thing. Nothing is better than knowing your customers’ business better than they do. Nothing is better than being a valuable resource to your customers and not just a low price. Nothing is better than becoming a sales leader- a sales person who places the priority on customers every day.

And, nothing is better than doing something differently…so start today!

 

Gregg Schuliger is the Business Manager for Unisource Houston, TX

This article appears in the October 2008 issue of DOTS Magazine,

Learning to Care for Those in Harms Way

January 16, 2009

I’m very proud of my classmate & husband of 21 years. Check out todays Press Release:

Uniformed Services University
of the Health Sciences
4301 Jones Bridge Road
Bethesda, MD 20814-4799
Release No.09-01-02
January 16, 2009

News Release

USUCHD Enters Educational Training Partnership with Steptoe Group

BETHESDA, Md. — Uniformed Services University of the Health Sciences’ (USU) Center for Health Disparities Research and Education (USUCHD) and the Steptoe Group, LLC have entered into an agreement to research, develop and implement a culturally competent interdisciplinary educational training program for mental health providers and practitioners. The program is designed for health providers with the expertise and capacity to deliver high-quality services that are patient-centered, evidence-based and address the mental health needs of vulnerable populations within the military community.

The partnership will address the lack of health care provider and practitioner training, educational resources, uniformity and systemic impediments that exacerbate cultural, economic, familial, and regional geographic challenges contributing to disparities in health and health care. This is generally applicable when applied to mental health and mental health care issues found among military and veteran populations.

Dr. Tracy Sbrocco, USUCHD Director of Research (center), President and CEO of the Steptoe Group, LLC, Ronald Steptoe (right); and C.J. Jordan, sign a partnership agreement to develop an interdisciplinary educational training program.
The Steptoe Group, LLC and USUCHD shall work in concert with each other to research innovative solutions to the health care challenges facing the military and veteran provider and practitioner communities, including but not limited to the ability of health care providers and practitioners to adequately screen, diagnose, treat, and manage service members, service member’s families, and veterans in a culturally competent and patient- centered manner when implementing evidence-based best practices.
This includes managing and sharing information, delivering a standardized and effective mental health provider and practitioner training throughout the military and veteran communities. The programs will include, but are not limited to the following tools: DVD, Web Based Training, Web Based Certification, and Train- the-Trainer workshops.

Located on the grounds of Bethesda’s National Naval Medical Center and across from the National Institutes of Health, USU is the nation’s federal school of medicine and graduate school of nursing. The university educates health care professionals dedicated to career service in the Department of Defense and the U.S. Public Health Service. Students are active-duty uniformed officers in the Army, Navy, Air Force and Public Health Service, who are being educated to deal with wartime casualties, natural disasters, emerging infectious diseases, and other public health emergencies.

The USUCHD has renowned expertise in systemically assessing reasons for health and health care disparities and expertise in developing and implementing educational initiatives that aim to teach providers the key tools and skills to deliver high quality care to diverse populations grounded in patient centered methodologies to significantly enhance health care education, research, and practice.

The Steptoe Group, LLC and its strategic partners have developed expertise through successful past performances in Concept Refinement, Technology Development, System Development, Demonstration, Production and Deployment, as well as Operations and Support.

For more information or to learn more, contact Ronald Steptoe at ron@thesteptoegroup.com