Richard
02-03-2014, 20:13
CDR USSOCOM Admiral William H. McRaven's address to the USMA Class of 2015'S 500th Night banquet on 18 January 2014.
So what has this sailor learned? That there is no more noble calling in the world than to be a soldier in the United States Army.
Richard
A Sailor’s Perspective on the United States Army
Admiral William H. McRaven, 18 Jan 2014
Good evening. General and Mrs. Caslen, General and Mrs. Clarke, General Trainor, Col Brazil, Command Sergeants Major Duane and Byers, distinguished guests and most importantly Class of 2015.
I am truly honored to be here tonight to address the future leaders of the United States Army. But, as a graduate of a state school in Texas, who majored in journalism because I couldn’t do math, or science, or engineering or accounting, I am somewhat intimidated by the thought of giving any advice, to any cadet, on anything.
Nevertheless, after almost 37 years in the service, much of that time with the Army, there may be something I can offer. So tonight, as you begin the final 500 days of your time at the United States Military Academy, I would like to give you a Sailor’s Perspective on the Army; not the Army of the Hudson, not the Army of the history books, not the Army portrayed in the countless murals across campus, but the Army you will enter in 500 days—the Army upon which the future of the Nation rests; the Army that you will shape and the Army that you will lead.
So, if you will humor this old sailor, I will tell you what I’ve learned in my time serving with the Army.
In the past twelve years I have worked for the great Generals of this generation; Dempsey, Petraeus, Odierno, McChrystal, Austin, Rodriguez and Dailey. All graduates of the Military Academy, each man, different in his own way.
Dempsey, a man of great humor and compassion, whose quick wit, and keen tactical sense allowed him to secure Baghdad as a Division Commander, lead the Central Command as a three star, and today, as the Chairman, he presides over the greatest change in our military since WWII and he does so with tremendous reason, intelligence and with a song in his heart.
Petraeus, whose understanding of the strategic nature of war was unparalleled. Who saw opportunity in every challenge and who dared greatly in hopes of great victories. His daily command decisions in Iraq and Afghanistan unquestionably saved the lives of thousands of young soldiers.
Odierno, a soldier’s soldier, who as a Division and Corps commander in Iraq, fought with a fierceness one would expect of a great warrior and then as the Commander of all forces in Iraq combined that fierceness with the diplomat’s subtle hand to lead and shape the future of a sovereign Iraq. And today, he leads the greatest Army the world has ever known.
Austin, the quiet bear of a man, whose deep intellect and incomparable combat experience allowed him to think through every complex problem and to succeed where others might have failed.
McChrystal, whose creative mind and intense drive for perfection, changed forever how special operations would fight on the battlefield and changed how SOF would forever be perceived by the Nation—and in doing so, likely changed the course of the Armed Forces as well.
Rodriguez, the everyman’s general who proved time and again, that character matters--that hard work, perseverance, persistence, and toughness on the battlefield are always traits of success.
And Del Dailey, whose boldness and innovation, coupled with a Night Stalkers sense of teamwork and aggressiveness, began the revolution in special operations.
What did I learn about the Army in watching these men and other great leaders like Keith Alexander, Chuck Jacoby, Mike Scaparrotti, John Campbell, Bob Caslen and Rich Clarke?
Well, I learned first and foremost that your allegiance as an officer is always, always to the Nation and to those civilian leaders who were elected by the people, who represent the people.
The oath you took is clear; to support and defend the constitution, not the institution-- not the army, not the corps, not the division, not the brigade, not the battalion, not the company, not the platoon, and not the squad—but the Nation.
I learned that leadership is hard. Karl von Clausewitz once said that “everything in war is easy, but the easy things are difficult.” Leadership sounds easy in the books, but it is quite difficult in real life. I learned that leadership is difficult because it is a human interaction and nothing, nothing is more daunting, more frustrating more complex than trying to lead men and women in tough times. Those officers that do it well earn your respect, because doing it poorly is common place. You will be challenged to do it well.
I learned that taking care of soldiers is not about coddling them. It is about challenging them. Establishing a standard of excellence and holding them accountable for reaching it.
I learned that good officers lead from the front. I can’t count the times that I saw Petraeus, without body armor, walking the streets of Mosul, Baghdad or Ramadi, to share the dangers with his men and to show the enemy he wasn’t afraid. Or McChrystal, jocking-up to go on a long patrol with his Rangers or SEALs in Afghanistan; Dempsey on a spur ride in Iraq; Austin at the head of his Division during the invasion of Iraq; Odierno, cigar in mouth, rumbling through the streets of Basrah; Rodriguez and Dailey always center stage during the tough fights in Iraq and Afghanistan.
I learned that if you are in combat, move to where the action is the hottest. Spend time with the soldiers being miserable, exhausted and scared. If you’re a Blackhawk pilot or and Tank Commander, spend some time on the flight line or in the motor pool with the maintainers and the wrench turners. Whatever position or branch you are in, find the toughest, most dangerous, shittiest job in your unit and go do it.
I learned that you won’t get a lot of thanks in return. I learned that you shouldn’t expect it. Your soldiers are doing the tough job every day, but I guarantee you, you will learn a lot about your troops and they will learn a lot about you.
I learned that the great leaders know how to fail. In the course of your Army career you will likely fail and fail often. Nothing so steels you for battle like failure. No officer I watched got it right, every time. But the great ones know that when they fail, they must pick themselves up, learn from their mistakes and move on.
Rudyard Kipling, the great British storyteller, poet and soldier once wrote, in part,
“If you can keep your head when all about you are losing theirs and blaming it on you.
If you can trust yourself when all men doubt you, but make allowances for their doubting too.
If you can meet with Triumph and Disaster and treat those two imposters just the same.
Yours is the earth and everything that’s in it and which is more--you’ll be a man my son.”
If you can’t stomach failure, then you will never be a great leader.
I learned that great Army officers are risk takers, but the greatest risk is not on the battlefield, but in standing up for what’s right.
I have seen a young lieutenant stand up to a colonel when that officer’s behavior was out of line. I have seen a captain challenge a general about a flawed battle plan. I have seen many a general privately confront their civilian leadership and question the merits of the national decisions.
All Army officers are expected to take risks in battle. The truly great officers know that real victory is achieved when men and women of character take professional risks and challenge the weak-kneed, the faint of heart, the indecisive or the bullies.
(Cont'd)
So what has this sailor learned? That there is no more noble calling in the world than to be a soldier in the United States Army.
Richard
A Sailor’s Perspective on the United States Army
Admiral William H. McRaven, 18 Jan 2014
Good evening. General and Mrs. Caslen, General and Mrs. Clarke, General Trainor, Col Brazil, Command Sergeants Major Duane and Byers, distinguished guests and most importantly Class of 2015.
I am truly honored to be here tonight to address the future leaders of the United States Army. But, as a graduate of a state school in Texas, who majored in journalism because I couldn’t do math, or science, or engineering or accounting, I am somewhat intimidated by the thought of giving any advice, to any cadet, on anything.
Nevertheless, after almost 37 years in the service, much of that time with the Army, there may be something I can offer. So tonight, as you begin the final 500 days of your time at the United States Military Academy, I would like to give you a Sailor’s Perspective on the Army; not the Army of the Hudson, not the Army of the history books, not the Army portrayed in the countless murals across campus, but the Army you will enter in 500 days—the Army upon which the future of the Nation rests; the Army that you will shape and the Army that you will lead.
So, if you will humor this old sailor, I will tell you what I’ve learned in my time serving with the Army.
In the past twelve years I have worked for the great Generals of this generation; Dempsey, Petraeus, Odierno, McChrystal, Austin, Rodriguez and Dailey. All graduates of the Military Academy, each man, different in his own way.
Dempsey, a man of great humor and compassion, whose quick wit, and keen tactical sense allowed him to secure Baghdad as a Division Commander, lead the Central Command as a three star, and today, as the Chairman, he presides over the greatest change in our military since WWII and he does so with tremendous reason, intelligence and with a song in his heart.
Petraeus, whose understanding of the strategic nature of war was unparalleled. Who saw opportunity in every challenge and who dared greatly in hopes of great victories. His daily command decisions in Iraq and Afghanistan unquestionably saved the lives of thousands of young soldiers.
Odierno, a soldier’s soldier, who as a Division and Corps commander in Iraq, fought with a fierceness one would expect of a great warrior and then as the Commander of all forces in Iraq combined that fierceness with the diplomat’s subtle hand to lead and shape the future of a sovereign Iraq. And today, he leads the greatest Army the world has ever known.
Austin, the quiet bear of a man, whose deep intellect and incomparable combat experience allowed him to think through every complex problem and to succeed where others might have failed.
McChrystal, whose creative mind and intense drive for perfection, changed forever how special operations would fight on the battlefield and changed how SOF would forever be perceived by the Nation—and in doing so, likely changed the course of the Armed Forces as well.
Rodriguez, the everyman’s general who proved time and again, that character matters--that hard work, perseverance, persistence, and toughness on the battlefield are always traits of success.
And Del Dailey, whose boldness and innovation, coupled with a Night Stalkers sense of teamwork and aggressiveness, began the revolution in special operations.
What did I learn about the Army in watching these men and other great leaders like Keith Alexander, Chuck Jacoby, Mike Scaparrotti, John Campbell, Bob Caslen and Rich Clarke?
Well, I learned first and foremost that your allegiance as an officer is always, always to the Nation and to those civilian leaders who were elected by the people, who represent the people.
The oath you took is clear; to support and defend the constitution, not the institution-- not the army, not the corps, not the division, not the brigade, not the battalion, not the company, not the platoon, and not the squad—but the Nation.
I learned that leadership is hard. Karl von Clausewitz once said that “everything in war is easy, but the easy things are difficult.” Leadership sounds easy in the books, but it is quite difficult in real life. I learned that leadership is difficult because it is a human interaction and nothing, nothing is more daunting, more frustrating more complex than trying to lead men and women in tough times. Those officers that do it well earn your respect, because doing it poorly is common place. You will be challenged to do it well.
I learned that taking care of soldiers is not about coddling them. It is about challenging them. Establishing a standard of excellence and holding them accountable for reaching it.
I learned that good officers lead from the front. I can’t count the times that I saw Petraeus, without body armor, walking the streets of Mosul, Baghdad or Ramadi, to share the dangers with his men and to show the enemy he wasn’t afraid. Or McChrystal, jocking-up to go on a long patrol with his Rangers or SEALs in Afghanistan; Dempsey on a spur ride in Iraq; Austin at the head of his Division during the invasion of Iraq; Odierno, cigar in mouth, rumbling through the streets of Basrah; Rodriguez and Dailey always center stage during the tough fights in Iraq and Afghanistan.
I learned that if you are in combat, move to where the action is the hottest. Spend time with the soldiers being miserable, exhausted and scared. If you’re a Blackhawk pilot or and Tank Commander, spend some time on the flight line or in the motor pool with the maintainers and the wrench turners. Whatever position or branch you are in, find the toughest, most dangerous, shittiest job in your unit and go do it.
I learned that you won’t get a lot of thanks in return. I learned that you shouldn’t expect it. Your soldiers are doing the tough job every day, but I guarantee you, you will learn a lot about your troops and they will learn a lot about you.
I learned that the great leaders know how to fail. In the course of your Army career you will likely fail and fail often. Nothing so steels you for battle like failure. No officer I watched got it right, every time. But the great ones know that when they fail, they must pick themselves up, learn from their mistakes and move on.
Rudyard Kipling, the great British storyteller, poet and soldier once wrote, in part,
“If you can keep your head when all about you are losing theirs and blaming it on you.
If you can trust yourself when all men doubt you, but make allowances for their doubting too.
If you can meet with Triumph and Disaster and treat those two imposters just the same.
Yours is the earth and everything that’s in it and which is more--you’ll be a man my son.”
If you can’t stomach failure, then you will never be a great leader.
I learned that great Army officers are risk takers, but the greatest risk is not on the battlefield, but in standing up for what’s right.
I have seen a young lieutenant stand up to a colonel when that officer’s behavior was out of line. I have seen a captain challenge a general about a flawed battle plan. I have seen many a general privately confront their civilian leadership and question the merits of the national decisions.
All Army officers are expected to take risks in battle. The truly great officers know that real victory is achieved when men and women of character take professional risks and challenge the weak-kneed, the faint of heart, the indecisive or the bullies.
(Cont'd)