[…]and team practice for track and other sports, Hank would “catch” them individually, either in the locker room or on the field house floor. He would gently but firmly inquire as to the beliefs of each cadet he would meet. Some would be annoyed and ignore Hank. Others were interested and listened to his stories. A few would even want the faith that Hank had and often would commit their lives to Christ then and there. Al Shine, Jon’s brother, was one of those who several years earlier was convicted in his heart that he needed to become a Christian […]
[…]have been a peer, committing an indiscretion and forcing Jon to either turn him in or turn the other way. Gail classified it as an “ethical dilemma that he had to confront.” Jon had been through some tough times before and knew it would not be an easy choice to make. When he finally made up his mind and chose a course of action, it evoked the following comment from Gail: “Despite his rank, he stood his ground and said he would not compromise his principles. He simply couldn’t do that. There was no question (about it)…he would not be […]
[…] cover.” His words to “Doc” Jackson seem clearly intended to keep “Doc” and the other platoon members focused on Joe Roberts for the few moments that he engaged the enemy. Jon, thinking only about his men and acting on their behalf, perished when the enemy returned his fire. When word of the fight reached back to Cu Chi base camp, an incredible thing happened. The battalion scout platoon was just back from an operation for rest and recuperation. Their leader was a close friend of Jon and a West Point classmate and his soldiers knew of that strong bond […]
[…]Encourage and praise progress. Try to make subordinates successful at their jobs, and then give them the credit. If they do well, the commander will do well, and get credit also. Leadership Requirements at Different Levels There is a real difference in applied leadership at various levels. Tactical and strategic principles are the same; soldiers, sailors and airmen are basically the same. It is the circumstances that are different and therefore require different applications of the basic principles. At lower unit levels problems are tangible and immediate. The commander and subordinates are face-to-face with them. The commander has close personal […]
[…]not only expect you to win their battles, but also to do so rightly as they define it. Further, the American people are going to provide their living sons and daughters for you and your noncommissioned officers to develop into Army warriors and to lead in combat on their behalf, to defend this otherwise defenseless nation. Thus, morally, your obligation, very simply stated, is to do right by and for the American people in defending their Constitution, nation and way of life. And you will do that by winning the necessary battles and returning, as best you can, the whole […]
[…]He ultimately provides that which we are obliged to give. Simply put, we must touch our souls and then the souls of our comrades, and we must always remember “Nemo dat quod non habet”-that we cannot give what we do not have. General Krulak graduated from the U.S. Naval Academy in 1964 and earned a master’s degree in labor relations at George Washington University in 1973. General Krulak held a wide variety of operational tours, from platoon and company command during two tours of duty in Vietnam to Commander of all Marine Forces in the Pacific. Among other posts, his […]
