WE have a problem. Sexual assault is eating away at the fabric of trust in our ranks. We need to fix it.
When I say “we”, I don’t mean the Army or Joint Base Lewis-McChord. I mean all of us – Soldiers, family members and Army civilians and contractors.
Congress recently sent a very clear message that commanders in the field need to quickly right the ship or have it done for them. Commanders and noncommissioned officer leaders alone can’t get it done.
Make no mistake. Leaders at all levels have a responsibility to create an environment of professionalism and respect for each member of the team. We have the duty to educate subordinates about available resources and to weed out those who violate that sacred trust.
The military has made great strides to put programs in place to reduce sexual harassment and assault. New guidance from Secretary of the Army John McHugh will do away with previous sex offenders who are still serving and allow commanders to quickly remove any future offenders.
Here at JBLM, we’ve set up the Army’s first resource center for victims to get all the help they need in one place. It’s already had a tremendous impact, and I think we’ll see other installations follow our lead in the near future.
But it’s not enough.
Prevention of sexual assault must work on several fronts. Commanders and NCO leaders can educate and prosecute vigorously, but that is only part of the fight. It’s up to the rest of us to pay attention to our battle buddies when the duty day ends.
As Sgt. Maj. of the Army Raymond Chandler said, if you are a bystander, you are part of the problem.
Nearly every incident of sexual assault I have seen come across my desk has involved bystanders. These were people at parties, in clubs and even at work who could have prevented the assault.
Even more alarming are the cases that never get reported. The 2013 Department of Defense Annual Report on Sexual Assault in the Military estimated that about 80 percent of incidents go unreported. It’s probably safe to assume that in most cases someone knew, but failed to stand up and report it. Each of these was a missed opportunity to help a fellow Soldier and rid the Army of another offender.
As English philosopher Edmund Burke said, “The only thing necessary for the triumph of evil is for good men to do nothing.”
It’s time for us to stop waiting for the military to rid our Army of sexual assaults. WE have to take ownership of this problem and fix it ourselves.
http://www.jblmmwr.com/acs/other_pages/acs/sharp/sharp.html
I Corps CSM James P. Norman, III
Monday, February 24, 2014
Monday, December 9, 2013
Learning from Our Allies
My message this month comes from Camp Higashi-Chitose, Japan where I Corps is engaged in Exercise Yama Sakura 65. I’m glad to be back in this beautiful country, recounting so many fond memories of my time here while serving as the United States Army Japan Command Sergeant Major.
One of the highlights has been my visit to the Japanese noncommissioned officer academy. It is their equivalent to our Warrior Leaders Course. The Northern Army recently modeled much of their course from our training programs. The class I visited is the first to use NCOs instead of officers to train future NCOs - and their reports so far are calling it a success.
I’ve been part of four of the past five Yama Sakura exercises, and Japanese NCOs have made great strides in proving their value in that short time. Much of that is because of their willingness to adapt and learn. That’s a great lesson for all of us.
After years of war, we’ve become accustomed to a role as trainers. However, we are not always in that role. While we’re comfortable teaching our counterparts we have to figure out how to learn from them. Japan and most of our other Pacific allies have successful, well-established militaries. They are well-trained and disciplined.
We can learn much from these NCOs. During my visit to the Japanese NCO academy, I saw Soldiers who had recently marched 28 miles in full combat kit followed by three days of non-stop battle drills. I met a Soldier who low-crawled 200 meters through the mud into an obstacle belt earlier that day to emplace a Bangalore torpedo. The spirit of determination and readiness in these Soldiers is truly amazing.
Our seven Army Values (Loyalty, Duty, Respect, Selfless Service, Honor, Integrity and Personal Courage) are very similar to the ancient Japanese Seven Virtues of Bushido (Loyalty, Morality, Respect, Benevolence, Honor, Honesty and Courage).
We tend to focus on the differences between ourselves rather than concentrate on the similarities. I’m proud to say that during Yama Sakura 65, I’ve seen more similarities than differences. Five years ago, during my first Yama Sakura, I experienced what seemed to be an invisible wall between the Japanese and Americans in the operations center. Instead of a bilateral exercise, we seemed to be conducting two separate unilateral exercises at the same time.
This year, it’s much different. Communication and collaboration are now the norm. I Corps staffs are working side-by-side and solving problems with their Japanese counterparts. We are building relationships and establishing trust. While there is still a long way to go, we are learning tactical patience. One meeting won’t get it done – and neither will one exercise.
One of the objectives of Yama Sakura is that we learn something from our Japanese partners and in turn, they learn something from us. My experiences over the past five years have shown me that we are not as different as we might think we are. If we focus on the similarities, I believe the differences will be transparent.
One of the highlights has been my visit to the Japanese noncommissioned officer academy. It is their equivalent to our Warrior Leaders Course. The Northern Army recently modeled much of their course from our training programs. The class I visited is the first to use NCOs instead of officers to train future NCOs - and their reports so far are calling it a success.
I’ve been part of four of the past five Yama Sakura exercises, and Japanese NCOs have made great strides in proving their value in that short time. Much of that is because of their willingness to adapt and learn. That’s a great lesson for all of us.
After years of war, we’ve become accustomed to a role as trainers. However, we are not always in that role. While we’re comfortable teaching our counterparts we have to figure out how to learn from them. Japan and most of our other Pacific allies have successful, well-established militaries. They are well-trained and disciplined.
We can learn much from these NCOs. During my visit to the Japanese NCO academy, I saw Soldiers who had recently marched 28 miles in full combat kit followed by three days of non-stop battle drills. I met a Soldier who low-crawled 200 meters through the mud into an obstacle belt earlier that day to emplace a Bangalore torpedo. The spirit of determination and readiness in these Soldiers is truly amazing.
Our seven Army Values (Loyalty, Duty, Respect, Selfless Service, Honor, Integrity and Personal Courage) are very similar to the ancient Japanese Seven Virtues of Bushido (Loyalty, Morality, Respect, Benevolence, Honor, Honesty and Courage).
We tend to focus on the differences between ourselves rather than concentrate on the similarities. I’m proud to say that during Yama Sakura 65, I’ve seen more similarities than differences. Five years ago, during my first Yama Sakura, I experienced what seemed to be an invisible wall between the Japanese and Americans in the operations center. Instead of a bilateral exercise, we seemed to be conducting two separate unilateral exercises at the same time.
This year, it’s much different. Communication and collaboration are now the norm. I Corps staffs are working side-by-side and solving problems with their Japanese counterparts. We are building relationships and establishing trust. While there is still a long way to go, we are learning tactical patience. One meeting won’t get it done – and neither will one exercise.
One of the objectives of Yama Sakura is that we learn something from our Japanese partners and in turn, they learn something from us. My experiences over the past five years have shown me that we are not as different as we might think we are. If we focus on the similarities, I believe the differences will be transparent.
Thursday, November 14, 2013
Soldier for life – The NCO’s responsibility
I’m borrowing an Army theme for this month’s blog. It’s the theme LTG Brown and I emphasize as we’ve had the opportunity to talk to local businesses about the great Soldiers who are transitioning from service here at Joint Base Lewis-McChord. A Soldier is a Soldier for life.
Recently, I attended the Hire America’s Heroes Gala and the Starbucks Coffee Company’s unveiling of its plan to hire 10,000 separating service members and their spouses. At both of those venues, I saw corporations that were eager to hire our separating Soldiers. They’re doing our Army a great service – in part because they want to help – but mostly, because they recognize the excellence in our ranks, and want to incorporate it into their own.
I couldn’t be prouder to be a part of efforts like these. As a senior non-commissioned officer, I am charged with making sure our young men and women are taken care of. That responsibility doesn’t end just because they either decide to take off the uniform, or are involuntarily separated because of budget cuts. I’ve been proudly wearing this nation’s uniform for 32 years now. Though one day I will remove it, nothing can sever the tie that unites me and my fellow Soldiers.
The U.S. Department of Labor reports that the unemployment rate for veterans ages 18 and over is 6.5 percent. This equates to roughly 700,000 unemployed veterans. For our Iraq/Afghanistan-era veterans ages 18-24, the unemployment rate is much higher. We, as NCO leaders, have a part in that.
Our responsibility in this effort to transition roughly 100,000 Soldiers per year for the next half decade is critical. It is up to us to prepare our teammates for the transition into civilian life. If our Soldiers are not aware of private-sector initiatives like Starbucks, Hire America’s Heroes and others, we are failing. If they aren’t being led to the great resources at the Army and Air Force Career and Alumni Program (AACAP) 18 months in advance of separation or 24 months in advance of retirement, we’re letting them down.
And if we allow our mission to stand in the way of our Soldiers’ preparation for a successful transition through workshops and other events we are flat-out poor leaders.
The federal government enacted the VOW to Hire Heroes Act back in 2011, improving transition programs and offering tax credits for hiring veterans – they’re doing their part.
Here at JBLM, we’re seeing successful efforts such as the Veterans in Piping Program, and the Microsoft Academy that are providing our Soldiers the necessary skills before they leave the military. In addition to the skills they acquire, the Soldiers in these programs are guaranteed jobs upon completion. This program is successful because leaders – military and private sector – care about their Soldiers.
We, the NCO leadership at JBLM need to make sure WE are doing all we can do to ensure our Soldiers have a plan before they hang-up their uniform. We have to make it a priority that our troops are afforded the time to prepare, whether its job hunting or participating in one of the programs mentioned above. Our Soldiers are Soldiers for life – and as our creed says, they are entitled to outstanding leadership. Let’s continue to provide that leadership all the way up to the end.
Courage 7
Recently, I attended the Hire America’s Heroes Gala and the Starbucks Coffee Company’s unveiling of its plan to hire 10,000 separating service members and their spouses. At both of those venues, I saw corporations that were eager to hire our separating Soldiers. They’re doing our Army a great service – in part because they want to help – but mostly, because they recognize the excellence in our ranks, and want to incorporate it into their own.
I couldn’t be prouder to be a part of efforts like these. As a senior non-commissioned officer, I am charged with making sure our young men and women are taken care of. That responsibility doesn’t end just because they either decide to take off the uniform, or are involuntarily separated because of budget cuts. I’ve been proudly wearing this nation’s uniform for 32 years now. Though one day I will remove it, nothing can sever the tie that unites me and my fellow Soldiers.
The U.S. Department of Labor reports that the unemployment rate for veterans ages 18 and over is 6.5 percent. This equates to roughly 700,000 unemployed veterans. For our Iraq/Afghanistan-era veterans ages 18-24, the unemployment rate is much higher. We, as NCO leaders, have a part in that.
Our responsibility in this effort to transition roughly 100,000 Soldiers per year for the next half decade is critical. It is up to us to prepare our teammates for the transition into civilian life. If our Soldiers are not aware of private-sector initiatives like Starbucks, Hire America’s Heroes and others, we are failing. If they aren’t being led to the great resources at the Army and Air Force Career and Alumni Program (AACAP) 18 months in advance of separation or 24 months in advance of retirement, we’re letting them down.
And if we allow our mission to stand in the way of our Soldiers’ preparation for a successful transition through workshops and other events we are flat-out poor leaders.
The federal government enacted the VOW to Hire Heroes Act back in 2011, improving transition programs and offering tax credits for hiring veterans – they’re doing their part.
Here at JBLM, we’re seeing successful efforts such as the Veterans in Piping Program, and the Microsoft Academy that are providing our Soldiers the necessary skills before they leave the military. In addition to the skills they acquire, the Soldiers in these programs are guaranteed jobs upon completion. This program is successful because leaders – military and private sector – care about their Soldiers.
We, the NCO leadership at JBLM need to make sure WE are doing all we can do to ensure our Soldiers have a plan before they hang-up their uniform. We have to make it a priority that our troops are afforded the time to prepare, whether its job hunting or participating in one of the programs mentioned above. Our Soldiers are Soldiers for life – and as our creed says, they are entitled to outstanding leadership. Let’s continue to provide that leadership all the way up to the end.
Courage 7
Monday, October 7, 2013
A Habit of Excellence
It’s good to be back home at Joint Base Lewis-McChord. It’s been a long time.
I have spent most of the past decade serving in various leadership positions in the 1st Cavalry Division. I truly enjoyed my time there, and I’m proud of what our noncommissioned officers and Soldiers accomplished during my time. For me, Fort Hood and the Cavalry will always be part of who I am as a leader. That said, I could not be happier to be serving in America’s Corps as Courage 7. It’s a new role with many new challenges for an old tanker like me.
I’ve spent some time with the senior enlisted leaders here on JBLM, and as I have looked out over our formations in the past few weeks, I cannot help being impressed. I Corps Soldiers are at the tip of the spear in our nation’s shift to the Pacific. Our men and women, many of whom have had multiple combat deployments in Iraq and Afghanistan, have already made major strides in the effort to build relationships in places like Australia, South Korea, Japan and the Philippines. We have done a terrific job so far, but we’re just getting started.
The famous philosopher Aristotle said, “We are what we repeatedly do. Excellence, then, is not an act, but a habit.” I’m in a new position, and have a blank slate. If I try to rest on the laurels of what I accomplished at Fort Hood, I will surely fail here at I Corps. Likewise, our performance during a period of prolonged war has been admirable, but transitioning to a new mission does not mean we can let up on our pursuit of excellence.
NCOs must understand that excellence is fleeting. The impact of our accomplishments, however great, has an expiration date. Our officer counterparts and Soldiers look to us to pair our experience with relevant advice and guidance. If we can’t competently face tomorrow’s challenges, then yesterday’s experience is of little value.
I hope our NCO leaders apply that same principle to developing subordinates. They represent the future of this transition period. Developing their habit of excellence should be among our highest priorities. No individual Soldier in our formation is so important that the mission will fail if we send him or her to school. Our role as leaders is to find a balance that allows the mission to succeed while still taking care of our people. Looking ahead, we have lots to do together as the transition continues. The mission we’ve been given is critical in furthering our interests in the Pacific region. Let’s continue to be what we repeatedly have been in the past – excellent.
I have spent most of the past decade serving in various leadership positions in the 1st Cavalry Division. I truly enjoyed my time there, and I’m proud of what our noncommissioned officers and Soldiers accomplished during my time. For me, Fort Hood and the Cavalry will always be part of who I am as a leader. That said, I could not be happier to be serving in America’s Corps as Courage 7. It’s a new role with many new challenges for an old tanker like me.
I’ve spent some time with the senior enlisted leaders here on JBLM, and as I have looked out over our formations in the past few weeks, I cannot help being impressed. I Corps Soldiers are at the tip of the spear in our nation’s shift to the Pacific. Our men and women, many of whom have had multiple combat deployments in Iraq and Afghanistan, have already made major strides in the effort to build relationships in places like Australia, South Korea, Japan and the Philippines. We have done a terrific job so far, but we’re just getting started.
The famous philosopher Aristotle said, “We are what we repeatedly do. Excellence, then, is not an act, but a habit.” I’m in a new position, and have a blank slate. If I try to rest on the laurels of what I accomplished at Fort Hood, I will surely fail here at I Corps. Likewise, our performance during a period of prolonged war has been admirable, but transitioning to a new mission does not mean we can let up on our pursuit of excellence.
NCOs must understand that excellence is fleeting. The impact of our accomplishments, however great, has an expiration date. Our officer counterparts and Soldiers look to us to pair our experience with relevant advice and guidance. If we can’t competently face tomorrow’s challenges, then yesterday’s experience is of little value.
I hope our NCO leaders apply that same principle to developing subordinates. They represent the future of this transition period. Developing their habit of excellence should be among our highest priorities. No individual Soldier in our formation is so important that the mission will fail if we send him or her to school. Our role as leaders is to find a balance that allows the mission to succeed while still taking care of our people. Looking ahead, we have lots to do together as the transition continues. The mission we’ve been given is critical in furthering our interests in the Pacific region. Let’s continue to be what we repeatedly have been in the past – excellent.
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