Armor in South Vietnam

56 Pages·2012·6.87 MB·English

Headquarters, Department of the Army
Approved for public release, distribution is unlimited.
The Professional Bulletin of the Armor Branch, Headquarters, Department of the Army, PB 17-12-1
Editor in Chief Features
LISA ALLEY
6 The Adaptability of the Modern-Day Cavalry Trooper
SFC David N. Harris
Commandant
11 The Trained and Equipped Forward Observer
BG THOMAS S. JAMES JR.
CW4 Thomas Taccia
13 Geospatial-Intelligence in Tactical Operations and Planning
ARMOR (ISSN 0004-2420) is published bi month ly by the
Matthew Wilder
U.S. Army Armor School, 8150 Marne Road, Building
9230, Room 104, Fort Benning, GA 31905. 17 Successful Population Engagement from a Platoon Leader’s
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MAJ Jeremiah Pray
does it change or supersede any information presented in
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26 9 as 1: Building Teams and Strength – Strengthening Soldier
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LTC Scott K. Fowler
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MAJ Michael S. Coombes
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cavalry organizations use exclusively; training for all 19-se- Departments
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4 Commandant’s Hatch
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January-March 2012, Vol. CXXI, No.1
1134104
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LLLEEETTTTTTEEERRRSSS
Patton Tank in Vietnam of the Perfume River, including the hard- who served should continue to be recog-
fought and bloody Citadel. nized for their bravery and sacrifice to the
Dear ARMOR, nation.
Semper Fidelis!
I am a fairly long-time and proud member MARC A. KING
JOHN WEAR
of the U.S. Cavalry and Armor Associa- LTC, U.S. Army (retired)
President, USMC Vietnam
tion. I am always a little bit prouder, and I
Tankers Association
read with even more interest, whenever a
knowledgeable author takes the time and
‘Mission Command’ is
makes the effort to write about the tank 2nd Battalion, 34th Armor
that we U.S. Marine “tread heads” fought Just New Buzzword
in Vietnam
inside during the Vietnam War. [Retired
Dear ARMOR,
MSG Michael L.] Kelley did a good job in Dear ARMOR,
his write-up of the M-48 Patton tank (“The I read the proposed theme for ARMOR’s
I read with great interest and some mea-
Patton Tank in Vietnam,” September-Oc- first writing competition, “Enabling Oper-
sure of nostalgia the article by retired MSG
tober 2011 edition, ARMOR), but there ational Adaptability through Reconnais-
Glenn Husted on the service rendered by
are a few inconsistencies I feel need ad- sance,” and I simply could not compre-
the M48A3 Patton medium tank during the
dressing. hend its meaning. Certainly we do not
Vietnam War (“Tanker’s Guide to Conven-
need yet another superfluous echelon of
I do not know exactly how the U.S. Army tional Armored Fighting Vehicle Identifica-
reconnaissance such as the divisional
tank commanders deployed their crew- tion,” September-October 2011 edition,
brigade reconnaissance troops. I’ve yet
men, but I am not aware of one single ARMOR). I would like to point out that
to read a coherent description of the
Marine TC (ever) assigning his gunner to while MSG Husted cited some of the units,
new battlefield surveillance brigade.
stand an anti-personnel position outside both Army and Marine Corps, that partic-
Certainly the recon squadron of the bri-
of the main fighting compartment, expos- ipated in significant battles of the war in
gade combat team should be replaced
ing him to enemy fire. We U.S. Marine which the tank played a key role, I think
by its predecessor armored cavalry
tankers always relied on the dismounted the story would be incomplete without
squadron, but how many times must the
infantry (grunts) to act as the “eyes and mentioning the role played by 2nd Battal-
obvious be stated? But then I read the
ears” of our tanks in the field. ion, 34th Armor, 2nd Brigade, 25th Infantry
November-December 2011 issue and all
Division.
U.S. Marine CPL Rene Cerda’s incredible became clear. Forget all the old admoni-
bravery earned him his Silver Star (not the This battalion and its M48A3s was the tions against “passive voice.” The Army
Navy Cross) and the Purple Heart in the lead ground element early the morning of is now on a new standard, the “esoteric
Khe Sahn area of northern I Corps (not May 1, 1970, when President Richard M. voice”!
in Hue City). The knocked-out tank men- Nixon ordered an incursion into the ene-
Consider [the article] “Mission Com-
tioned in MSG Kelley’s write-up was de- my’s safe havens across the Cambodian
mand” by GEN Martin E. Dempsey. The
stroyed by North Vietnamese Army 57mm border. The battalion, operating in the area
ARMOR editor added that it provides
recoilless-rifle fire in Hue City, and its gun- known as Base 354, the Fishhook, con-
“context” for the themes in previous
ner, named Tuttle, was horribly wounded ducted what could be described as a
ARMOR magazine issues. I read it and
in action during that intense exchange of “classic” combined-arms attack (cross-at-
wondered, “What context?” It’s just a
fire. (It is our understanding that after he tached with mechanized platoons of 9th
change of new arcane buzzwords for
was medevaced, Tuttle thankfully survived Infantry Division) across the border in an
previous arcane buzzwords: “mission
his wounds.) attempt to destroy Communist supply
command,” “battle command” and “com-
lines and end the war. The unit came un-
There were just two M-48A3 medium gun mand and control.” So what; the entire
der anti-tank fire almost immediately after
tanks and two M-67A2 flame-thrower concept remains flawed because the fo-
crossing the border and continued to en-
tanks involved in the initial fighting on the cus remains backwards, aimed at the
gage in regular combat operations during
south side of the Perfume River in Hue lower level up. The onus remains on
its entire time in Cambodia. The battalion’s
City during the Tet Offensive of 1968. subordinates to exercise “disciplined ini-
official unit history reflects these actions
These four tanks, along with a platoon of tiative” (there’s a loaded term) when, in
and the fact that the battalion was award-
Ontos (anti-tank vehicles), were assigned fact, that’s what gets subordinates their
ed the Valorous Unit Award for this action.
to 3rd Tank Battalion, and they bravely butt-chewings, admonishments, repri-
fought alongside the grunts of the 1st and Alpha, Bravo and Delta companies partici- mands, reliefs and courts martial. Every-
5th Marine Regiments for the first 14 days pated as part of Task Force Shoemaker, one has likely heard a variation of “Bet-
of the intense battle to free the old impe- 1st Cavalry Division. Co. A was the first ter to seek forgiveness than ask permis-
rial capital city. On or about Feb. 15, a pla- American ground unit into Cambodia. sion!” – a pithy phrase often considered
toon of M-48s arrived via tank-carrying as positive when, in fact, it is a stinging
landing craft from 1st Tank Battalion in Da This was a significant action in both our rebuke against the superior who, if
Nang. Those brave U.S. Marine tankers Vietnam experience and our Armor heri- obeyed, would have caused mission fail-
were tasked with clearing the north side tage, and both the unit and the Soldiers ure!
2 January-March 2012
“Mission command,” as explained by anized and electronic technology exist- new assignment: “Forget everything they
GEN Dempsey, fails as guidance be- ed. Horse cavalry (consider especially taught you in training!” I suggest that
cause it is utterly passive. GEN the mid-late 19th Century Plains Wars) CGSC is pulling to institutionalize such
Dempsey concludes: “Yet these princi- literally lived and died by decentralized advice!
ples have not yet been made institution- operations of small, isolated units led
al in our doctrine and in our training. boldly and audaciously (or not). But no, “Enabling Operational Adaptability
They do not pervade the force. Until they the rich history of the mounted trooper is through Reconnaissance”? What a
do – until they drive our leader develop- ignored. Instead, the take-away mes- question! While TRADOC revises mean-
ment, our organizational design and our sage is that seniors tend to be bureau- ingless esoteric concepts, the armored
materiel acquisition – we cannot consid- crats who do not understand changed cavalry regiment is gone, replaced by
er ourselves ready, and we should not conditions and whose directives are to just another brigade combat team. The
consider ourselves sufficiently adapt- be circumvented by whatever means, separate armored brigade (along with its
able.” again “hoping for forgiveness.” It’s a organic armored cavalry troop) is but a
much diluted message and a lost oppor- memory. Remaining tank battalions are
I guess it’s all over, then. We are just tunity by the Armor School! “penny-packeted” out individually into
waiting for “mission command” to per- heavy brigade combat teams. The Stryk-
vade us. This illustrates the abject use- And how quickly this nonsense per- er Mobile Gun Platoon is organic to in-
lessness of “passive voice,” which the in- vades the Army is frightful. Consider fantry companies; no Armor positions
stitutional Army officially rails against “The Commander’s Role in Receipt of above platoon leader and platoon ser-
while promulgating it further. Instead, the Mission: ‘Frame the Problem’ and ‘Issue geant are required. Large armor forma-
Army Chief of Staff needs to establish an Initial Proposed Problem Statement’” tions are all but gone, a memory. But
and articulate a clear directive whereby by LTC Harold Douglas Baker Jr. and re- we’ve always got really cool communica-
superiors will actively encourage and tired LTC Kevin E. Brown. These two tions gizmos in the pipeline. Too bad
grant more autonomy to subordinates gentlemen, an instructor and assistant that’s what 7th Cavalry Brigade (Mecha-
and accept the consequences of their professor at Command and General nized) did not really need (the Chief of
good-faith actions. Get this part straight, Staff College, Fort Leavenworth, KS, do Armor told us so in his “Commandant’s
and all the terminology changes of the not even write in standard English, but I Hatch”).
past decades become moot. Fail this, accept that they are simply using cur-
So what’s Armor’s focus?
and all the Training and Doctrine Com- rently approved jargon.
mand Pamphlet rewrites and revisions First off, I never could figure out how a Forge the Thunderbolt!
remain meaningless. “mission analysis” morphed into a “prob-
CHESTER A. KOJRO
lem statement.” Second, I really cringed
Actually, “meaningless” is too weak a LTC, U.S. Army (retired)
at the sentence: “A commander’s choice
term. “Corrosive” is more to the point.
to conduct design or not demonstrates
Consider “Commandant’s Hatch – Mis-
that he or she has attempted to frame
sion Command and the Mounted Lead-
the problem and draft an initial proposed
er” by BG Thomas S. James Jr. Given
problem statement and, unable to do so
the concept from above, BG James has
coherently, elects to initiate design early
admirably run with it. Starting with a cau-
in the MDMP.”
tion against relying overmuch on tech-
nology, he then adds credence by meld- But I am most enamored by the title’s
ing it into the history of the mounted phrase, “Issue an initial proposed prob-
force with an example of its application lem statement.” OK, so what follows
during the trials and errors of the 7th next, a “final proposed problem state-
Cavalry Brigade (Mechanized) back in ment,” or should there first be an “initial
1933. He notes that liberal use of radios accepted problem statement” before the
and, more importantly, discarding of “final accepted problem statement”?
mandatory encryption techniques led to What does the staff imagine when faced
the unsecure but rapid communications with such pontification? Perhaps they
needed for the mounted-warfare capa- see yet another “bureaucrat” to be cir-
bility that would evolve into the World cumvented. After all, doesn’t the “mis-
War II armored force and continues sion command” concept suggest that
through to today’s modular brigade com- they consider just doing what’s best “and
bat team. then seek forgiveness”?
Nice and interesting, but historically You can see where this nonsense is go-
shallow and doctrinally vacuous. Com- ing, and it will not end well. Most of us
pletely lost is the fact that “mission com- have heard or even stated the historic
mand” was applicable long before mech- warning to a Soldier upon arrival to his
January-March 2012 3
CCCOOOMMMMMMAAANNNDDDAAANNNTTT’’’SSS HHHAAATTTCCCHHH
BG Thomas S. James Jr.
Commandant
U.S. Army Armor School
Enabling Operational Agility
Through Reconnaissance
Happy New Year! Since becoming the 46th •  Develop a common understanding of
Chief of Armor our team here at the Armor the current ARC and RSLC curricu-
School has achieved some amazing mile- lum and determine requirements for
stones; we co-hosted the extremely success- a future Reconnaissance Course fo-
ful 2011 Maneuver Conference in early Sep- cused on the operating environment information to the commander that will
tember, and later that month closed out our in 2020. enable mission command. The degree of
move to Fort Benning and the completion •  Crosswalk capability gaps to Army understanding necessary for successful op-
of the Armor School’s portion of the BRAC. Operating Concept requirements: erations against adaptive enemy organiza-
I can confidently report that the Armor gain situational understanding, tacti- tions in complex environments will require
School is training all Armor School Pro- cal adaptability (developing the situ- not only the employment of technology, but
grams of Instruction here at Fort Benning ation through action), transitioning also the conduct of physical reconnaissance
in state of the art facilities and we are re- between missions, and area security and the development of intelligence in close
sourced and organized to continue to pro- over wide areas contact with the enemy and civilian popu-
duce Soldiers and Leaders who are physi- •  Hope to see you at this critical event lations. Enemies will use all means at their
cally fit, lethal, confident, decisive, and designed to determine reconnais- disposal to disrupt our communications, in-
mentally agile. sance recommendations for the way telligence, and surveillance capabilities.
ahead as we review the lessons Our future mounted leaders must be able
As we continue our vision of creating the
learned over the past 10 years of to develop the situation and collect intelli-
world’s premier academy of mounted war-
fighting and apply them to a detailed gence through physical reconnaissance and
fare we want to remind our Armor and Cav-
alry team of our 2nd Annual Army Recon- analysis of future threat environments. human intelligence. We as a mounted force
will build and train forces capable of con-
naissance Summit here at Fort Benning We will also host the inaugural Sullivan Cup
ducting effective combined arms, air-ground
(March 6-8) culminating with the Armor (a four-day, precision gunnery competition
reconnaissance of the enemy, understand-
Ball on March 8 in downtown Columbus, open to AC and ARNG tank crews) from
ing cultural, as well as physical geography,
GA. This year’s summit theme is “Recon- May 7-10 here at Fort Benning. This chal-
and developing and sustaining human in-
naissance 2020: Enabling Operational Agil- lenging four-day tank crew competition is
telligence networks. Our mounted force
ity through Reconnaissance.” Our objec- designed to reinvigorate precision gunnery
will fight for information.
tives follow: and the use of simulations while simulta-
We must provide timely and accurate infor-
•  Develop a common understanding of neously building Armor Branch esprit de mation. Fighting under conditions of uncer-
corps, and recognizing the Army’s “top tank
the Reconnaissance and Surveil- tainty will require our organizations and
crew.”
lance Brigade (formerly BFSB) em- command and control systems to synthesize
ployment concept and design to sup- Please add these dates to your calendar. and disseminate relevant intelligence in a
port operations at the Corps and Di- In today’s world of persistent conflict we as timely manner to units in contact with the
vision level. mounted leaders are operating under con- enemy and civilian populations. We must be
•  Familiarize participants with the ditions of uncertainty and complexity. able to fight and report simultaneously.
Army 2020 Strategic Narrative TRADOC PAM 525-3-0, dated December The Armor School has a huge stake in oper-
•  Review reconnaissance organiza- 21, 2009, states that operational adaptabil- ational adaptability; we must generate lead-
tions and capabilities in the Recon- ity “requires a mindset based on flexibility ers who can think critically about the impli-
naissance and Surveillance Brigade; of thought calling for leaders at all levels cations of a continuously evolving operation-
and Armor, Infantry and Stryker who are comfortable with collaborative al environment and threats to national se-
BCTs to identify potential DOTmLP planning and decentralized execution, have curity. We at the Armor School must be able
adjustments. a tolerance for ambiguity and posses the to continually assess and adapt at a pace
•  Identify initiatives to enable opera- ability and willingness to make rapid adjust- faster than before. We must direct and align
tional agility and flexibility in Re- ments according to the situation.”1 modernization readiness, and capability de-
velopment processes and to ensure that the
connaissance Organizations and Being at the tip of the spear, our reconnais-
align to mitigate current Capability sance formations will help shape the battle
Gaps. (DOTmLP) by developing the situation and reporting Continued on page 19
4 January-March 2012
GGGUUUNNNNNNEEERRR’’’SSS SSSEEEAAATTT
CSM Ricky Young
Command Sergeant Major
U.S. Army Armor School
Final Transmission
As I pondered what to write as my final started. We have gone from jeeps to hum- range from Fort Benning, GA. The re-
thoughts as Thunderbolt 7, it seemed only vees, 113s to Bradleys and M60 tanks to sounding theme throughout the history
fitting to begin by saying thank you to M1A2 System Enhancement Program V2 of Armor and Cavalry has come across
all Armor and Cavalry warriors, past and tanks. Not to mention the introduction of loud and clear to me. It is not about equip-
present. I have been blessed to serve tankers and scouts to the Stryker. How ment, stationing, organization or mission.
alongside the finest American warriors to many remember five tank platoons, when It is now, as it has always been, about the
ever walk this earth. Know that it gives the Delta Company was added to the tank mounted warrior, that tanker and Caval-
me great pride to have stood in your ranks. battalions and, many years later, taken ry trooper who continues to live the leg-
Not only is this my last run downrange as away? We have seen the birth and demise acy built by those who went before him.
Thunderbolt 7, it is also my final broad- of the brigade reconnaissance troop, the It is about living up to the storied history
cast on the net as a Soldier. Thank you all, addition of the armored reconnaissance of the organization in which we serve –
seniors, peers and subordinates alike, for squadron and the combined-arms battal- whether on foot, on horseback, or hover-
your dedicated service to our nation, its ion (which once again included a Delta craft with Styrofoam armor. The combat
Army and our Armor and Cavalry force. tank company). If you really want to tug arm of decision will continue to thrive
at the heart of the mounted warrior, bring in any environment. The spirit of Saint
Transition and change are constant in our
up the fact that we have “repurposed” George will live on. We have never been
profession. Today there is much discus-
what was arguably the most lethal, agile about wringing our hands. We are instead
sion about what our Army and the Armor
and complete combat formations we had: about attacking with speed, agility, shock
force will look like with the reduction
the armored cavalry regiments. So you and brute force, and this mission will not
and realignment of force structure. We do
see that transition is nothing new, and Ar- change. Our tankers and troopers are proud
not have to look back far to realize that
mor and Cavalry leaders and Soldiers of their heritage and wear their tanker
through every iteration of transition and
have been seizing the initiative, exploit- boots, Stetsons and spurs with as much
transformation our Army has undergone,
ing the gaps and defeating the enemy with pride today as they ever have.
our Armor and Cavalry troopers have
the same vigor throughout and, some-
adapted and risen to the occasion, and times in spite of, the change. This is just I am proud to have been called both a
this time will be no different. I have looked a small look at the changes we have en- tanker and a Cavalryman, and each one
back over the nearly three decades of my dured as a branch and as an Army, and of you shares that pride. Thanks again
career, and it amazes me how different our there will be more in the future. for your service, and farewell until we
Army is now in regards to organization, meet again on the objective or in Fiddler’s
equipment and troop strength. I would be remiss if I did not mention the Green.
Today we have half the number of divi- fact that when I was appointed to this po-
sions on the rolls as we did when my sition, I was stationed at Fort Knox, KY,
“Army Training and Evaluation Program” and am now sending my last round down- Treat ‘ Em Rough, Thunderbolt 7 out.
January-March 2012 5
The Adaptability of
the Modern-Day Cavalry Trooper
by SFC David N. Harris
We must exercise critical thought and adaptive leadership. We must empower our junior leaders and foster environments for them
to learn, grow and be successful leading our Soldiers in combat. We must visualize our current mission and the prospective battle-
field, whether in garrison or forward-deployed, and develop adaptive, concurrent courses of action for maximizing our assets and
combat power, meeting our commander’s intent and ensuring the safety, security and morale of our men. We are not merely tankers
or scouts; we are leaders of combat Soldiers, period.
We are still a nation and Army engaged on two fronts, known as 4th-Generation Warfare. The ability to maintain acceptable levels of
success and relevance on a multi-dimensional, exceptionally irregular battlefield has proven to be complicated at times. Our success
within the Armor force on the streets of Iraq and within the mountains of Afghanistan is largely due to our senior leaders’ employ-
ment of mission command and the empowerment of junior leaders on the battlefield. However, it is also due to the unique ability of
our strategic leaders to adapt, innovate, overcome and execute within a multitude of diversely complex environments, operations,
platforms and leadership positions.
For some, the notion of transitioning from our conventional, traditional and even historic roles as Armor leaders to much more con-
temporary, non-Armor-centric roles during combat may seem a bit discouraging. On the other hand, there are likely several of our
branch’s contemporary leaders who view leading Soldiers to be, in essence, branch-immaterial. Either you can lead Soldiers in com-
bat, or you cannot, regardless of military occupational specialty. Either you understand both your commander’s intent and execute
your full-spectrum mission successfully, or you do not.
How we as leaders personally execute our duties associated with leading Soldiers in combat may vary – based on individual dynam-
ics such as education, experience, task organization and the desired strategic endstate of our mission – but our metrics for success
SFC David Harris examines the Aminkhan and Kundalan areas of Northern
Kandahar Province from his overlook. (Photo by SSG Karl Muller)
1st Squadron,
2nd Cavalry Regiment
Platoon Mobile Gun Stryker Infantry
Rifle squad
weapons squad System crew Carrier Vehicle crew
-Squad leader (staff -Weapons-squad leader -Vehicle commander -Vehicle commander
sergeant) (senior staff sergeant) (sergeant/staff sergeant) (specialist/sergeant)
-2 fire teams: each -2 M240B gunners (pri- -Gunner (specialist/ser- -Driver (private/private
consisting of team vate first class/specialist) geant) first class)
leader (sergeant), rifle- -2 assistant gunners -Driver (private/private -2 infantry dismounts
man/squad designated (private first class) first class) serve as rear air-guards
marksman (private/ -2 ammunition bearers -Squad leader serves
specialist), grenadier (by doctrine, weapons as vehicle NCO in
(private/specialist) and squad is authorized two charge
M249 Squad Automatic anti-armor (Javelin) gun-
Weapon automatic rifle- ners, private first class/
man (private/specialist) specialist)
Figure 1. Concept and task organization of four maneuver companies, illustrated.
must be the same. Our adaptability as leaders and readiness to Task organization and integration
place aside personal reservations and step outside our organiza-
By virtue of the decision to reorganize into four-maneuver-pla-
tionally attained comfort zone is necessary to remain relevant
toon companies, my platoon leader, CPT Walter Biner, and I went
and appropriately prepared for the modern-day battlefield.
immediately from a 12-Soldier Stryker MGS platoon to leading
two infantry rifle squads, a weapons squad, vehicle squad, two
Background
MGS crews, a radio-telephone operator, medics and an FO. The
Early during February 2010, Comanche Company, 1st Squadron, medics and FO stayed in close proximity to me, while the pla-
2nd Cavalry Regiment, was approaching the end of its compa- toon RTO accompanied the platoon leader.
ny-, platoon- and squad-level training densities. It was also pre-
My platoon leader, an Armor officer, and I (a 19K by trade) ini-
paring for a regimental mission-rehearsal exercise at the Joint
tially found leading a rifle platoon to be both foreign and frus-
Multinational Readiness Center in Hohenfels, Germany.
trating at times, even though we had been training with our in-
Leadership decided that each company within 1st Squadron would fantry equivalents quite frequently throughout the previous year.
form an additional rifle platoon during the MRE based on infor- The principal source of our frustration was a lack of time to prop-
mation from the unit that 2nd Cavalry would be replacing in Kan- erly integrate our new platoon. While little can be done to accu-
dahar, Afghanistan: 1st Battalion, 17th Infantry, from Fort Lewis, rately forecast and resource the requirements of an additional
WA, who had adopted the four-rifle-platoon concept during its rifle platoon on short notice – particularly before deploying in
deployment. support of the war on terrorism or other contingencies – the in-
The intent of the four-platoon concept is to provide command- tegration of new and existing Soldiers needs to begin as soon as
ers with another instrument to successfully accomplish their full- possible. It’s not simply having enough time to become educat-
spectrum mission, especially within the austere, decentralized ed and train on specific doctrine, but also about having adequate
circumstances most units find themselves operating under. It’s time to properly assimilate your new platoon. Becoming famil-
an extension and a means in maintaining more situational aware- iar with each individual Soldier’s professional strengths, weak-
ness, more interaction with locals, more security in your bat- nesses and motivations, as well as each Soldier as an individu-
tlespace and more enablers for your host-nation security force al, should play heavily on how you as a leader staff and assign
counterparts. Doctrinally, Stryker infantry companies are com- Soldiers and noncommissioned officers within your formation.
prised of three rifle platoons (infantry), one Mobile Gun System
platoon (armor) and a headquarters platoon that includes a com-
Training and deployment preparation
pany fire-support officer, forward observers, snipers, mortars and
support personnel. The MGS platoon’s principal function with- To be fully prepared for a deployment supporting the Interna-
in the Stryker brigade combat team is to support the infantry pla- tional Security Assistance Force and Operation Enduring Free-
toons. In some Stryker infantry companies, the fourth “maneu- dom, CPT Biner and I felt that each Soldier in the platoon need-
ver” platoon has been, and typically is, comprised of the MGS ed to be highly adept in all basic infantry battle drills and cross-
platoon and whatever vehicles and extraneous personnel they can trained in all relevant MOS-specific subject matter. We wanted
acquire from the headquarters platoon. the Soldiers of our platoon to be true cavalrymen: masters of all
January-March 2012 7
trades, practiced and proficient with anything they put their hands the mountainous environments of Afghanistan. We did
on. In preparation, I began leading NCO professional-develop- our normal PT in the morning IAW FM 21-20 and con-
ment-style forums with the entire platoon, essentially forcing ducted the supplementary PT program in the afternoon.
them to interact and learn about each other while learning other We ran farther, ruckmarched farther and generally beat
basic Soldier- and leader-related tasks. Everything we trained em- our bodies up daily. For our platoon of 36 Soldiers, our
phasized combat application. Our priorities were: Army Physical Fitness Test average was more than 280
points and the Soldiers’ level of fitness showed when it
•  Basic infantry battle drills. All Soldiers and NCOs of
truly mattered in Afghanistan.
all MOSs received training on how to execute basic in-
fantry battle drills in accordance with Field Manual •  Marksmanship. We conducted long-range, short-range
3-21.8. My 19K NCOs were expected to be able to not and close-quarters marksmanship courses at the platoon
only perform their MOS-related duties but also lead a ri- level before deploying. All Soldiers fired the various
fle squad or fire team up a mountain to conduct a squad weapons within the platoon in stress-shoot scenarios and
attack or emplace a support-by-fire if need be. continued to do so while in Afghanistan. When the oper-
ations tempo and Class V permitted, we fired our weap-
•  MOS cross-training. All Soldiers and NCOs within the
ons as much as possible, and each Soldier became profi-
platoon were cross-trained on relevant Armor- and infan-
cient with each of the platoon’s stabilized and non-stabi-
try-related tasks, including our RTOs, FOs and medics.
lized weapon systems.
¾ I learned the job of my weapons-squad leader, and
he learned the duties and responsibilities associat- •  Cultural training. The platoon had three Soldiers attend
ed with being a forward-deployed platoon ser- a six-week Pashtun-language training session held by a
geant. military training team from the Defense Language Insti-
tute. The information and training they imparted to the
¾ CPT Biner, along with the infantry NCOs who had
rest of the platoon was excellent, to say the least. Sol-
Ranger experience, instructed the platoon on more
diers learned Pashtun phrases and cultural information
advanced patrolling fundamentals.
specific to the region of Afghanistan we would be oper-
¾ Each Soldier also learned reporting, the fundamen- ating in, and CPT Biner, together with the platoon lin-
tals of reconnaissance and their practical applica- guists, put together written tests for the Soldiers. When
tions, with an emphasis on team leaders and squad the squadron commander became aware of this, he ap-
leaders conducting multidimensional reconnais- plied our program as the cultural-training standard for
sance within the counterinsurgency environments the rest of the squadron.
of Afghanistan. •  Counterinsurgency training. We tied this in with our
¾ Infantry squad leaders received in-depth instruc- cultural and language training classes. I led a weekly
tion on the M1128 MGS and, once we deployed, COIN seminar at the platoon level; often times, members
had the opportunity to personally fire a 105mm of other platoons attended. We focused on relating COIN
high-explosive plastic round from the command- doctrine (FM 3-24) and the ISAF commander’s theater-
er’s station. specific COIN guidance to the junior Soldiers and lead-
¾ All Soldiers received instruction on the M1128 ers. The training was more interactive, as COIN for ju-
MGS and M1126 Infantry Carrier Vehicle’s gunner nior leaders should be, and it gave the young Soldiers
stations, also firing a 105mm HEP round from the and leaders the reasons why our processes, strategies and
MGS gunner’s station. actions were important during COIN operations, as op-
posed to the specifics of executing them. Don’t assume
This MOS cross-training allowed the Soldiers and leaders with-
that young Soldiers and leaders will understand COIN
in the formation to fully recognize and appreciate their pla-
or, more importantly, that they will understand their
toon’s capabilities as well as prepare them in the event they
company commander’s intent and operational design. It’s
may need to serve as a MGS commander or gunner, or ICV
certainly not that they are unintelligent; it’s simply that
commander.
COIN is fairly complex. Therefore, we needed to take
I also made it a point to keep dismounts on the ground during better care to ensure our strategic leadership at squad
the 105mm shoots (with respect to the safety designated zone I level understood what exactly it was they were executing
had established) so they could experience first-hand what it’s and, more importantly, why. I made them watch and take
like to be in close proximity to a large caliber, direct-fire plat- notes during movies such as “The Battle of Algiers,”
form while it’s supporting them in contact. All Soldiers within “Red Dawn,” “The Beast” and “Breaker Morant.” Once
the platoon were trained on the duties and responsibilities asso- complete, we held long discussions on the parallels be-
ciated with driving and maintaining both the ICV and MGS. Ju- tween what they just watched, what we would potential-
nior-enlisted Soldiers learned in detail the jobs of their contem- ly be doing in Afghanistan, and what they felt were ac-
poraries; MGS drivers served as M249 gunners and grenadiers ceptable and unacceptable strategies, etc. This was a
in fire teams; riflemen obtained licensure on all Stryker variants great tool for grasping the attention of a younger genera-
within the platoon. Every Soldier became well-versed in vehi- tion of Soldiers.
cle maintenance and recovery. The platoon RTO trained every- •  Leader development. As with COIN training, I also
one on our assigned communications equipment (with the ex- conducted a weekly leadership-development huddle with
ception of the PRC-117 Harris, which we would not receive un- the NCOs of the platoon. It rarely involved any instruc-
til we arrived in theater), including Blue Force Tracker and the tion, but it would get the leaders within the platoon
Simple Key Loader. The platoon medic certified every Soldier thinking adaptively and critically, and developing them-
in the platoon on combat lifesaving, and the FSO and I gave de- selves personally through the use of vignettes and sce-
tailed instruction on observed fire. nario-driven discussions. In doing so, we sharpened our
•  Physical training. We did PT constantly. Both CPT Bin- abilities as leaders in responsibility, accountability and
er and I had the same philosophy: “When in doubt, do interpretations of what leadership truly meant to us.
PT.” For the deployment to Kandahar, I developed an •  Sustainment training. Between the end of the MRE and
eight-week PT program designed to prepare Soldiers for the day prior to our redeployment from Afghanistan, we
8 January-March 2012