Martin Luther King - Fort Sam Houston - U.S. Army

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PAGE 10 NEWS LEADERJANUARY 13, 2011MULLEN from P2they are or what they represent.That’s a dangerous situationfor the military,which can’t survive withoutpublic support,Mullen said.“Our underpinning,our authorities, everythingwe are, everythingwe do comes from theAmerican people,” hesaid. “And we cannotafford to be out of touchwith them. To the degreewe are out of touch, Ithink is a very dangerouscourse.”The chairman citedchanges in the Americanpublic’s perception of themilitary during the spanof his own career.During the 1970s, hesaid, the public largelyblamed the military forfailures in Vietnam,resulting in deep organizationalscars that remaintoday. Then, during the1980s, personal accountabilitybegan to erode withinthe military, the chairmantold the group.“We were much morefocused on the image ofwho we were, the communicationsof who wewere, particularly whenthings got tough,” Mullensaid. “And I saw toomany not stand up whoshould have stood upfrom an accountabilitystandpoint. And it botheredme to no end. Forme, accountability is atthe heart of this.”In the 1990s, incidentssuch as the Tailhook scandal— sexual misconductby officers during a 1991private organization convention— exposed questionsabout institutionalresponsibility, Mullensaid, and the importanceof putting the good of themilitary institution overthat of individuals.While declining tospeak about the recentfiring of the commandingofficer of the USSEnterprise while an investigationcontinues, Mullensaid situations like thisunderscore the need forself-assessment within themilitary.“We have to have atrue compass ethically.We have to have a truecompass morally. We haveto have a true compassinside our profession,” hesaid.Mullen emphasizedthat he has no reason tobelieve the military hasdeviated dramaticallyfrom its “true compass,”but he urged leaders toact now to take stock ofgradual changes withinthe organization.Just as leaders learnfrom their successes, hetold the group, they alsomust learn the importantlessons of their failures.He noted “difficult times”during the past 10 yearswhen they may havefaced moral or ethicalchallenges, or situationsin which leaders fellshort. He also recognizedinstances when the militaryhas failed to live upto its responsibility toremain apolitical.“There were thingsthat were outside who weare as a country, who weare as a military,” he said.“The true measure is howyou pick yourself up offthe deck, dust yourself off,learn the lessons andmove forward.“It goes to this accountabilitydiscussion,” headded. “All of this is tiedto: ‘Who are we? What isour profession? What arethe principles we caremost about?’“ Mullensaid. “And in everythingwe do, we have got tokeep those principlesfront and center — forourselves and for thosethat come along.”PRESTON from P1ed-related matters, particularlyin areas affectingSoldier training andquality of life.The QDR is a legislatively-mandatedreviewof Department of Defensestrategy and priorities.The QDR will set a longtermcourse for DOD as itassesses the threats andchallenges that thenation faces and re-balancesDOD’s strategies,capabilities, and forces toaddress today’s conflictsand tomorrow’s threats.“The first is to prevailin today’s wars and protectagainst counterinsurgencystrikes. Second,we must engage othernations to increase theircapacity and help countriesto protect themselves,”said the sergeantmajor, who has served asthe U.S. Army’s topenlisted leader since Jan.15, 2004.“Third, we need topartner with non-governmentorganization, homeand abroad, like with theRed Cross’ efforts inHaiti, where 5,500 ArmySoldiers were there tohelp the country recoverfrom their devastation.“We also need to beable to defeat hybridthreats and hostilestates,” said Preston, aMount Savage, Md.,native who is the longestserving Sergeant Major ofthe Army. “There aremany organizations tryingto bring about ourdownfall.”“Now is the time to bea recruiter for the U.S.Army,” Preston said on alighter note. “There is awaiting list to enter theservice and we can beproud as we look to thefuture.”
JANUARY 13, 2011NEWS LEADERCasey: Army rebalance to be complete by OctoberPAGE 11By J.D. LeipoldArmy News ServiceDespite budget cuts,Army Chief of Staff Gen.George W. Casey Jr. saidhe expects the service tono longer be out of balanceby the end of thisfiscal year.Casey spoke at theAssociation of the U.S.Army’s Institute of LandWarfare breakfast Jan. 6,and said the Army willsoon reach the balancinggoals it set in 2004.“We will have finishedrebalancing, movingSoldiers out of Cold Warskills to skills more relevantand necessary todayto the tune of 150 to160,000 Soldiers,” hesaid. “Taken together, it’sa fundamentally differentArmy than it was on Sept.11, 2001. We had a goodArmy then, but we have agreat combat-seasonedArmy that is organized ina way that makes it muchmore versatile and relevanttoday.“As I go around, I seewe’re starting to breatheagain, that people aregetting instead of 12 or13 months at homebetween deployments,they’re getting 18 to 24months,” Casey said.“And that’s a good thing,believe me. We neededthat.”“We expect by thebeginning of fiscal year2012 that units deployingwill deploy with anexpectation of one yearout to two years back forthe active Army and oneyear out to four back forthe Reserve Component,”he said.Casey said the Armywas close to finishing offbringing in the additionalPhoto by J.D. LeipoldArmy Chief of Staff Gen. George W. Casey Jr. told members of theAssociation of the U.S. Army that the service should complete itsrebalance by October of 2011.22,000 Soldiers who hadbeen authorized in 2007by the Bush administration,and that the drawdownin Iraq has played alarge role in the increasein dwell time.“A couple of wordsabout the environment,and I think this is critical.This war’s not over. We’reinvolved in a long-termideological struggleagainst the globalextremist network thathas attacked us on oursoil. They’re not going toquit. They’re not going togive up,” he said.“So as we look outthere at that environment,I see that ourgreatest challenge overthe next three to fiveyears is the need to maintainour combat edgewhile we reconstitute thisforce and continue tobuild resilience for thelong haul,” he continued.To maintain the combatedge, Casey said theArmy was working tobring back strategic flexibilityand held a first-everfull-spectrum operationsrotation exercise againsta hybrid threat down atthe Joint ReadinessTraining Center inOctober.“Two things thatstruck me the most asI sat on a hill with a company,the company commander,the first sergeant,platoon sergeantsand platoon leaderspreparing their defense.They’d been up for 36hours and these guys aresitting there and workingthrough things. They’retalking about what theydid right and what theydid wrong. Wow, thatlevel of intensity is somethingwe can all be proudof,” he said.“And, the second thingI saw which I actuallyexpected, was that whenthese companies and platoonsclose with theenemy, they are absolutelylethal,” Casey said. “Weknow how to fight at thatlevel and that is a hugeSee CASEY P12
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