Personal Narrative: Life In The Army

Since time began there has always been conflict. Whether it be religious, race oriented, or conflict over land. Conflicts have lead countries and nations to amass armies. While some armies are small, others may be vast in size. No matter the size of the Army they all have one thing in common… their Soldiers. As Non-Commissioned Officers we would be without a profession if we did not take care of, and retain our Soldiers. Through their mishaps and mistakes it is our job to lead them as they will, hopefully, be taking over our position as they climb the ladder to becoming the next great leader we aspire them to become. However, as in life, there are always trials and tribulations that come with life in the Military. We have all had Soldiers with

great potential, soldiers we know could make a difference for the army, transition to a civilian life. For the simple fact that some leaders could care less of their actions. Knowing well that their leadership style is key to retaining either quality soldiers or the “60 percent soldier.”

INTRODUCTION

My name is SSG Davis, I have spent the last six years in the United States Army as an Infantry Mortar man. I have served my time solely in Stryker units. Serving with Maddog Troop 4th Squadron “Longknife”, 3d US Cavalry in Ft.Hood as well as Chosin Company 1-17 Inf “Buffaloes” 2-2 SBCT in Ft. Lewis, where I am currently stationed. Throughout my time in Maddog Troop I had experienced, what I believe to be, a great Commander as well as the worst Commander I have experienced in my time in the Military. The Non-Commissioned Officer (NCO) is the “backbone” of the army. Yet to some individuals, they are set in their ways and will not accept NCO’s opinions. A fatal flaw to have, I believe, being a Commander in the United States Military. In this memoir I will be focusing on my time spent at FT.Hood.

Description of Events
Jason Young, the poster board American teenager you see in movies. 19 years young, from Wisconsin, he had worked for a very successful mechanic shop in his hometown. His father passing away at a young age. He was left with his mother and his sister to rely on. An avid outdoorsman at heart with a will to serve for his country and do what the nation asked of him, whatever that may be, he would do it.
Tyler Lewis, an American farm kid from Teutopolis, Illinois. Country at heart, loved his truck and it wasn’t possible to catch him wearing anything other than his cowboy boots in his off time. Tyler came from a normal family and was raised around self-reliance.Living off primarily what his family harvested from the land. An unorthodox yet reliable person to know.
Joseph Barese, AKA “Boston”, a diehard infantryman. While the Army wasn’t his first choice he wanted to be a Marine, a promise to his mother that he made prior to her passing from cancer, while no one ever knew about his dad. He was rejected from the Marine Corps. With no other option he joined the Army. While constantly making people laugh, he always had a will to attain things greater then himself. Evermore wanting to push himself to his limits to be the best. With family at his core, he never opened up to anyone he didn’t consider family. A strong willed, whole hearted Soldier that anyone would be grateful to work alongside of.
The Soldiers noted above, as well as others not named, were the first thing that I saw when I approached my new unit in FT. Hood. “Maddog” Troop 4th Squadron, 3d U.S. Cavalry was to be my new home where I would assume the role as a mortar Platoon Sergeant (PSG) for the time being. This was a thought that both frightened and excited me. Frightened do to the fact that I was a newly promoted Sergeant in a field that I had very little experience in. I was a reclass, coming from being a mechanic I knew that I had a lot to learn and little time to learn it. But also excited, as I wanted to be the leader that would be remembered not the one that you wish you could forget, as I have had both types.
After many months of vigorous Field Training Exercises (FTX) and day to day operations with this mortar section we began to build an inseparable bond. A team that could have achieved anything we set out to accomplish. With gun drills and exercising always on my soldier’s mind, I often found myself doing the paperwork as they were in the gym improving their physical appearance or improving their job knowledge. Boston beginning to prepare his body for the Army’s premier “Ranger” school. As he had already garnished his room in Army Ranger accoutrement and Boston Bruins memorabilia. It was as if it was his destiny to be a Ranger and a Bruins fan as the colors signifying both entities would be the same.
Though the first eight to ten months in my troop were unforgettable, as always things were about to change. A new Staff Sergeant was about to arrive to be my PSG and a new Company Commander (CO) was to be assuming command. Upon the new changes I began to see the tasking’s shift towards my section. Tasking’s that were once shared with every platoon in the troop.
As the prior CO understood that my section was a cohesive team and would do anything he asked of us.

I guess you could say “protected” us from the relentless tasking’s that came from regiment. The new Commander, however, must have been wronged in his past by an element of mortars as he would rarely allow the line platoons to accept tasking’s that would separate his platoons for periods of time.
After several relentless months of seeing my soldiers for short spurts of time I began to see the change begin. Begin to see the soldiers that I had trained, the soldiers that would never make mistakes on their off time, would never slack on physical training. Well, they began doing all of these things. Over the span of another month I could sense their morale was beginning to decline, their attitudes and desires were becoming lackadaisical to say the least. This disheartened me as I knew the potential these soldiers had and to see them in this state upset me.
As I would bring my complaints to the PSG of the status of our sections moral all he could do is take it to the 1sg, which was to no avail. Over a period of months the only Soldier to stay the course would be Boston. He knew that this wasn’t where he wanted to be, he wanted to be airborne. Where he could worry about being infantry and not get stuck supporting the Commander Cavalry Scouts with whatever training was set up for them that

week.
Although Boston was the only one that seemed to be undaunted by the actions of this command team to overburden their mortar section with everything to keep their Cavalry Scouts training. I steadily attempted to motivate my soldiers. Tyler and Jason are the ones I would train my attention to more, as I saw an immense amount of potential in these two. These also being the soldiers that the others listened to. But it was as if I was attempting to dig through granite with a spoon, I was getting nowhere. I believe the worst part being working with them for almost two years and knowing what they could achieve. What they were on course for achieving. In all honesty the actions of two individuals demolished my hopes for the Army retaining these tremendous soldiers in the course of five months. Nothing could change their minds, they were on the way out the door.

As I have moved on to another state and unit myself, I kept in contact with my old soldiers. Hoping to hear good news that they would reenlist and move away from their current unit, yet still continue their careers in the military. Nevertheless, hope was all I could do, as to when I left they had informed me that it had only gotten worse and they had made up their mind. They were already as we call it in the Army, “checked out.” For the actions of that command team over the short period of time they were in charge had ruined the chances to retain what could have been two of the best mortar men that I have worked with in my career.

Outcomes
Shortly after my departure from Maddog Troop, I began to keep in touch with Tyler, Jason, and Joe. The Commander continued his actions even after I was gone. Tyler and Jason had begun to transition from the military. Surprisingly, Joseph actually reenlisted. Only he reenlisted to reclass to be an 11B infantryman in Ft. Bragg, North Carolina. He had a bad taste in his mouth from our prior unit commander. While Jason and Tyler have gotten out of the military. Joseph begun to achieve what he joined for. He successfully completed Ranger School, Airborne as well as Sniper school in a six month period.

Lessons Learned
We as mortar leaders need to engage our commanders more across the Army. So that events like this will not take place again. We need to challenge them on why they are not utilizing us in our prescribed way. And if we are not getting the answers, we need to utilize the CoC to make those changes. I had thought to, but didn’t, bring the following paragraph from mortar doctrine to my Commander and ask why he was doing exactly what doctrine said not to do.
A-4. A training plan that employs mortarmen or FIST personnel only as OPFOR riflemen is not effective for many reasons. Firstly, the indirect fire team is not being trained in the technical and tactical tasks pertinent to their mission. Secondly, riflemen are deprived of a valid training experience as OPFOR. Thirdly, maneuver units are not trained to employ their mortar for indirect fire support.

Conclusion
Ralph Nader once said, “I start with the premise that the function of leadership is to produce more leaders, not more followers.” Simply put, the leaders of my prior unit had done a great unjust. Overburdening a certain element key to the unit’s operational success. Not allowing Soldiers to do what they were trained to do. What they poured sweat, and hundreds of hours into because they truly loved their job. In doing this they lost three prestigious future NCO’s.