2. MG MICHAEL A. VANE CG USAADACEN & FB
COMMAND PHILOSOPHY
MG MICHAEL A. VANE
CG USAADACEN & FB
Fort Bliss is a great installation and you are a part of it. First thing I want to tell you is “THANKS” for being a soldier.
What I am going to talk to you about is me and how I think I am in general. It may seem detailed - that is because I am that way. Perspectives are what this is about - my perception of what is important. One thing you must always do is try to understand things from another point of view before jumping to conclusions.
Not a listing of do’s and don'ts - rather a framework of my intent within which you are to operate - Expect you to command your unit - whatever level it is.
Our business is that of warfighting, the controlled, disciplined application of violence to the extent necessary to defeat the enemy...and all the support required to make this happen.
Training to standard as outlined in FM 7.0 will be followed in this outfit. Training is the basis for all that we do. Training management is leadership business. This is your trade. You should know your METL, FM 7.0, drills, MTP standards - this is your trade! BE, KNOW, DO
Fitness, discipline, and warrior ethos - hear more about this - these things we cannot get trained up on in the “come as you are” situation we are in. My whole philosophy can be boiled down to this. Must be fit - must be disciplined in all we do. Discipline is the soul of an army - George Washington. Must be a soldier first, combined with warrior ethos to accomplish the mission and win on the battlefield.
MAVerick 06 Note #1

3. “THE SOLDIER”
IT IS THE SOLDIER, NOT THE REPORTER, WHO HAS GIVEN US FREEDOM OF THE PRESS.
IT IS THE SOLDIER, NOT THE POET, WHO HAS GIVEN US FREEDOM OF SPEECH.
IT IS THE SOLDIER, NOT THE LAWYER, WHO HAS GIVEN US THE RIGHT TO A FAIR TRIAL.
IT IS THE SOLDIER, NOT THE CAMPUS ORGANIZER, WHO HAS GIVEN US THE FREEDOM TO DEMONSTRATE.
IT IS THE SOLDIER, WHO SALUTES THE FLAG, WHO SERVES UNDER THE FLAG, AND WHOSE COFFIN IS DRAPED BY THE FLAG, WHO ALLOWS THE PROTESTOR TO BURN THE FLAG.
By Charles Province
.Thanks for what you do!
Focus…people…leader…soldiers are what helps make this the greatest nation on earth. Keep these a your focus always – train to tough, realistic standards in peacetime to keep from shedding blood in war.

4. BOTTOM LINE FITNESS DISCIPLINE WARRIOR ETHOS PHYSICAL, MENTAL, MORAL
DOING WHAT’S RIGHT WHEN NO ONE IS AROUND
BEING A SOLDIER ON AND OFF DUTY
WARRIOR ETHOS
– MISSION FIRST
Fitness, discipline, and warrior ethos are the most important things in soldiers’ lives. They have to permeate everything we do. These things cannot be “picked up” when you roll out the gate. They cannot be practiced for the first time as you fly away or enter an AOR - it must be part of every daily thing we do. Combat is a most unforgiving environment. It makes great demands physically and mentally. We don’t have the luxury of “getting in shape” upon deployment - got to already be there. Merely passing the PT test is not good enough. Leaders in particular must be in good shape. Good leaders have high PT scores - above really ought to be More importantly, however, is the ability of the leader to get his entire unit not only pass the PT test, but to have a high score and really be in good shape. PT test is just an indicator - not the end all answer to Physical fitness. Combat related physical realism training…being able to do 5-8 pull-ups by yourself with your kevlar, LCE, weapon, and flak vest on…whether 110lbs or 280lbs. It includes eating and sleeping right - 4 basic food groups at meals - more smaller meals each day rather than fewer larger ones. Don’t eat late at night…eat carbohydrates in evening not lots of protein. Get at least 6-8 hours of sleep every night…Studies show even you young indestructible 21 year olds will only put out at 70% if you don’t get 6-8 hours sleep. Mental fitness includes professional reading, newspapers, magazines about local, national, and international events… understanding your environment. Moral fitness includes spiritual awareness of a supreme being, GOD…setting right example; setting goals in personal and professional life…being more than an in-box manager. Mental and Spiritual Fitness are equally as important - keep balance to your life. Leaders must make decisions and decisions made while fatigued impair your unit. Get in shape and stay there. Strive for the max. - get all your unit to pass at a high rate.
Discipline is more than following orders. It is doing right in the absence of orders/authority. Soldiers taking charge and doing what is right . Knowing the Cdrs or supervisors intent. It is proper counseling- both good and bad. It is rewarding soldiers for the good things and taking responsibility for the poor things. It is adherence to standards in everything - physical, verbal and written appearance. We all learned in OBC, PLDC, ANCOC the right standard - bring those to our units - do not leave them in schools. This manifests itself in PRIDE in yourself, unit area, housing , barracks and the post itself. You walk by an area needing to be fixed (without corrections) then you just set a new, low standard.
Definition of Warrior Ethos – The Warrior “Ethos forms the foundation for the American Soldier’s spirit and total commitment to victory, in peace and war, always exemplifying ethical behavior and Army Values. Soldiers put the mission first, refuse to accept defeat, never quit, and never leave behind a fellow American. Their absolute faith in themselves and their comrades makes the United States Army invariably persuasive in peace and invincible in war.

5. BACK UP SLIDES

6. COMMANDER’S STYLE OPEN AND APPROACHABLE POSITIVE ATTITUDE - CAN DO
TEAM PLAYER - TAKES EVERYONE TO GET MISSION ACCOMPLISHED
MEET YOU IN MOTOR POOL AND AT TRAINING
CSM AND STAFF SPEAK FOR COMMANDER
SENSE OF HUMOR
I am not a stiff formal guy. I like to talk to soldiers and family members, like to hear about you and good things you are doing and challenges you are facing.
I am an aggressive guy - am positive about most things - we can fix most any problem or figure out a way to live within the challenges we face together. Life is 10% of what happens to you and 90% of what you do about it. However, I am a competitive person - I want to win at everything I play or do. I like to work and play hard.
I believe in team playing - takes everyone to get mission accomplished. all people in Bde are important. ICC, launcher people, clerks, cooks, maintainers, communications, Chaplains, budget, staff, line …everyone!
Training is everything - maintenance is part of training! Command maintenance is not only performing the PMCS, but conducting the training of soldiers to PMCS standards. Requires the manual in your hand. Expect to see people with it and using it - even reading aloud to others as PMCS is performed. Of course, that is only one technique.
CSM and staff speak for me. Problems? - see staff agency, Chief of Staff CSM or me. Door is open, but ask you to schedule through the CSM and Secy - most problems best solved through chain of command , but there will be occasions where you feel I am your answer.
I like soldiers, people, families … you all. I enjoy jokes, quips, mental gymnastics… Expect business when business dictates .. as I said before - like to play hard and work hard.

7. “A WINNER”
A WINNER SAYS, “LET’S FIND OUT”- A LOSER SAYS, “NOBODY KNOWS.”
WHEN A WINNER MAKES AN ERROR HE SAYS “ I WAS WRONG” - WHEN A LOSER MAKES AN ERROR HE SAYS, “IT WASN’T MY FAULT.”
A WINNER CREDITS HIS WINNING TO “GOOD LUCK, “EVEN THOUGH IT WASN’T - A LOSER BLAMES HIS “BAD LUCK,” EVEN THOUGH IT WASN’T.
A WINNER MAKES COMMITMENTS - A LOSER MAKES EXCUSES.
A WINNER SAYS “I’M NOT AS GOOD AS I OUGHT TO BE” - A LOSER SAYS, “I’M NOT AS BAD AS A LOT OF OTHER GUYS.”
A WINNER LISTENS - A LOSER JUST WAITS UNTIL IT’S TIME TO TALK.
A WINNER RESPECTS THOSE WHO ARE SUPERIOR TO HIM, AND TRIES TO LEARN FROM THEM; A LOSER RESENTS THOSE WHO ARE SUPERIOR TO HIM AND TRIES TO FIND CHINKS IN THEIR ARMOR.
A WINNER FEELS RESPONSIBLE FOR MORE THAN HIS JOB - A LOSER SAYS, “I ONLY WORK HERE.”
A WINNER SAYS “THERE OUGHT TO BE A BETTER WAY” - A LOSER SAYS, “THAT’S THE WAY IT’S ALWAYS BEEN DONE.”
By Visual Sports Network
In soldiering, only winners remain on the battlefield…second place is for the vanquished. Train in peacetime to build teams that know and taste winning and what it takes in all we do…competition in sports, maintenance, training against a standard.

8. WHAT’S IMPORTANT TO CDR
WINNING SPIRIT; ENTHUSIASM
TRAINING TO STANDARD; MANAGEMENT; EXECUTION
PHYSICAL FITNESS
PRIDE AND DISCIPLINE
WARRIOR ETHOS – SOLDIER FIRST
VALUES
FAMILIES
SAFETY
Enthusiasm - winning spirit - gotta have it…you shape your attitude not someone else. Our attitude is 10% what others do and 90% your reaction to it. Make it positive, love this life, have a purpose - whether you're a career soldier or just doing one hitch. Be on the winning team - act like a winner not a loser. Winners are positive, continuously learn, make corrections on the spot, trade info with each other, have enthusiasm about life and their job, and get so much done by not worrying about who gets the credit.
Everything we do is training. Maintenance is training. Make things that do not seem to fit - into a training event. Be creative. As leaders it is our responsibility to know the standard, ensure standards are known, and met during training. We must manage according to the precepts of FM Where there are no standards - set them, relate them to METL as best you can.
Pride – some “cheese” is good – demonstrates teamwork, loyalty, proud of being who you are…sends message of being squared away…can intimidate potential enemies.
Values are things like LDRSHIP - different than GM.... Courage, candor , commitment - individual values. No one takes these away from you - you give them away. It is adherence to these lofty ideals that separates all of us from regular civilians (not DA Civilians) for the most part. How many of you have extra marital affairs (but haven’t been caught)? How many of you have a fuzz buster in your car? How many of you fudge on your TDY voucher or your income tax return? How many POVs do we have that got a safety inspection sticker knowing the car wasn’t really up to par? How many of you give commands always in your own name or do you say “the CG says”, or “the COL said” or the 1SG said?” If, to you, any of these answers is Yes, I ask you to consider what kind of example you are setting for your troops/for the American people/ for yourself and family? Are these the values we subscribe to? This isn’t what we pay you to be - just an example and leader when someone is looking - but all the time. It is not easy - but that ‘s what saves lives in battle. Equal Opportunity, sexual harassment violations are things I cannot tolerate in this command. Nor can you - not even at the slightest - jokes in poor taste, even tolerating it at a very low level - cannot do it. Swearing. Another area - male or female. Surely we have a better grasp of vocabulary that we can find something intelligent to say. Need your continued help to uphold these values.
Families - Most important family is your own. Take care of a family call CORRECTLY the first time - do not blow off that call from a spouse. We enlisted the soldier on his/her decision, but retain them based on family decisions - treat them with same dignity and respect you and I demand of all soldiers.
Safety - Paramount to good order, discipline, training, and pride in our unit. Take care to use the risk assessment process in every day life. It is paragraph 6 of the OPORD in this unit. Expect all leaders to have a risk assessment card, know how to use it and know at what level you can make decisions, and when you have to get permission from superiors. Train yourselves and your soldiers in how to apply to every day activities.

9. EXPECTATIONS OF LEADERS
PRIDE AND DISCIPLINE IN EVERYTHING YOU DO
APPEARANCE (PHYSICAL, VERBAL, WRITTEN) - 10% MORE TO LOOK GOOD
ACCOUNTABILITY AND RESPONSIBILITY
TAKE CHARGE - PRUDENT RISK - ENTHUSIASM
GET INVOLVED - UNIT AND COMMUNITY
ENFORCE STANDARDS
MORALITY, INTEGRITY, LOYALTY, COURAGE, CANDOR
LEADERSHIP! MENTORING, CARING, STANDARD SETTING
CONSIDERATION OF OTHERS
The Army has placed “special trust and confidence” in you as leaders. Congratulations on being one. Must live up to this expectation daily.
Much of this I have discussed al;ready - Train your unit to standard. You SGTs should have a heavy influence on your daily training schedule - within the constraints of the major training events we know we have on the schedule. Platoons must have training meetings and be placed on the training schedule as well as Battery and Bn training meetings. Tool inventories, Cdr. 10% inventories, all these items should be on the training schedule if it takes the soldiers time to get ready for the event or conduct it. Focus yourself and your soldiers - train to METL standards, you and your soldiers personal finances, and the morale and spiritual well being of your soldiers.
Be proud of yourself and your unit - set high standards - make things a little better each day. It only takes 10% effort to make a good product look better and show some outsider that you are proud of your accomplishment - no matter how small the tasker is - verbal, written and physical products.
Conduct daily inspections of your troops- in ranks per FM 22-5, and in their rooms as appropriate and work areas at the end of the day. Be dependable and consistent. We talked about safety already - I want leaders to take charge - take prudent risks- be aggressive, offensive minded. A sin of omission is much worse than a sin of commission (i.e sitting on your butt will get you as much criticism from me as compared to moving out and doing something even if it is wrong later.) Get commander’s intent and move out!
Demand high training standards and enforce them. Don’t let training end if you have not met standards - as the leader plan for time to retrain tasks not performed to standard. 10 step training model-know it an plan for its use.
A leaders’ actions are louder than words many times. What you do and say is very important to me. Be right in everything - not just when we’re looking. Expect you to do the very best in all that you do. Our nation expects it, I demand it.
Mistakes will be made. I will support you - however, making the same mistakes repeatedly or mistakes made that are mistakes of a less experienced person, put you in jeopardy. CPTs make CPT mistakes, SGTs make SGT mistakes, not PVT mistakes. Honest mistakes are good - that’s how many of us learn. Don’t worry about those - I will underwrite them.
Consideration of others-both up an down the chain. Follow the Golden Rule-think through situations through the other person’s eyes continually.

10. EXPECTATIONS OF LEADERS - 2
ALL TRAINING (SERGEANT’S TIME)
LINKED TO METL
CONDUCTED BY FIRST LINE LEADERS
AAR’D
TASK, CONDITIONS AND STANDARDS
TIME ON CALENDAR TO PREPARE - REHEARSAL
ALL MEMBERS OF UNIT PRESENT (INCL OFFICERS)
RISK ASSESSMENT IN EVERYTHING YOU DO
6 PARAGRAPH FIELD ORDER
SPONSORSHIP - FIRST 72 HOURS IN UNIT - IMPORTANT
SOLDIERS HAVE TITLES - NOT NICKNAMES - RESPECT THEM.
All training has the characteristics shown here. You know these things and you should know I expect these things to occur this way.
I expect risk assessment done
I expect you to tell me what you are doing when I visit - a 6 paragraph field order is a good way to do that. Paragraph 6 is risk assessment. Accountability of personnel is continuous.
I particularly am interested in giving soldiers the respect they are due - whether it is a salute - which we do not only to respect one another - it is a form of greeting and a way to demonstrate how proud you are of your profession. Soldiers will do anything asked of them if treated with respect and dignity and, when time permits, they are told the why - or the Cdr’s intent of an operation. But it is a two way street, You respect them - they’ll respect you ...and follow you.
Since we respect our profession - we also respect each other’s titles/positions. Not “LT”. Not “wobbly one”. Not “butterbars.” Not “newbies”. We are all soldiers - each person is needed in his capacity as a soldier whether it is an officer, NCO or private who just got here. Respect each other.

11. WHAT MAKES CDR HAPPY ESPRIT D’CORPS - Proud Disciplined formations
TRAINING TO STANDARD
ADHERENCE TO FUNDAMENTALS
HEARING BAD NEWS EARLY
TAKING CARE OF SOLDIERS
ACKNOWLEDGING GOOD EFFORTS
FIXING BELOW STANDARD PERFORMANCES
MONTHLY COUNSELING; NCO AND JODSF AS WELL - LINKED TO QTB
TOP NOTCH PT AND APPEARANCE
These are the things I like to see in units and of leaders. High morale, prior planning - highly organized, predictable day for the soldiers.
Ensuring standards are known and enforced
Doing the basics well. All else can be fragged. When you conduct end of month awards ceremonies, do it to FM 22-5 standards. Perform Drill and Ceremony after PT frequently. Clean your weapon after the range correctly the first time. Have it inspected by your chain of command before turning it into the armorer. Perform PMCS by the book - means you have to have the manual in your possession. Conduct Command maintenance weekly with EVERY ONE present. Counsel soldiers monthly in writing - ALL soldiers. Reward the good soldiers with time off, awards, recognition. Ensure that marginal soldiers meet standards. Counsel those who are repeat offenders with a view toward separation - get rid of repeat poor performers.
Have a smart PT plan - use ability groups based on 2 mile test results - think about setting time goals - not length of run. Work upper body and sit ups hard and repeatedly during your PT formations. Use new PRT regimen focused on strength, endurance, and mobility…Combat conditions physical rendering, training…with kevlar, LCE, flak vest/body armor. Start and end PT on time. Vary your program- decentralize often. Conduct PT daily - include organized athletics in your program. Conduct forced march with weapons and packs periodically as prescribed in FM it is a good conditioner. Cannot get in shape when the alert or mission begins - got to be continuous. Profiles must be managed and conduct PT IAW profile - but this doesn’t mean a walk in the park - still should have time/distance or number of repetitions standards for every profile and every profile PT. Use MFT to advise.

12. WHAT MAKES CDR UNHAPPY POOR PLANNING – NOT FOLLOWING FM 7.0
OVER SCHEDULING - NO TIME FOR PREP
LACK OF INFORMATION SHARING
NOT CHECKING - DETAILS
DWI, DRUGS, MISCONDUCT
NEGLECTING FAMILY
TOLERATING POOR PERFORMERS
LACK OF TEAM PLAY
We are the leaders and managers - we have to plan better - use training meetings to get down to the details of rehearsals, requests submitted, standards clearly identified. Put time for prepping on the calendar - ensure you have time to retrain to standards
It is said that information is power. Information must be shared with all who need to know. Pass good news up and down the chain of command. Pass bad news quickly with a plan to get the bad thing fixed.
Check and recheck - units do things well that the leader checks. Things will not always be done to standard if they know you’re not going to check.
Personal mistakes in the area of DWI, drugs and misconduct will not be tolerated. These are not learning areas - a first mistake here could cost you your career. Personal misconduct items are things like immoral acts, shoplifting, wife or child abuse - these things are not taken from you - you give yourself away here. It is not a zero defects mentality, rather specific areas where mistakes are not tolerated in our Army today - goes back to Values.
Take care of your family - be home during family time or with your family if married. Make sure soldiers do as well. Take info home to your spouse about what is happening on post or in the unit. Don’t trash the handout because you don’t think you spouse is interested - let her or him make that decision.
Don’t tolerate mediocrity - challenge greatness. Greatness is in every one of us. Our challenge, as leaders, is to find it, draw it out and make it a reality. “We’ve always done it that way” is not a good reason for continuing to do something a certain way.

13. COMMANDERS HAVE A PLAN AND FOLLOW IT DEVELOP YOUR SUBORDINATES
LEAD FROM FRONT - TALK TO TROOPS OFTEN; CREATE OPPORTUNITIES
ATTENTION TO DETAIL - UNITS DO WHAT COMMANDER CHECKS
DON’T WORK FOR OER
SET STANDARDS
FAMILY AND SOLDIER CARE - YOUR OWN IS ALWAYS NUMBER ONE - TREAT FAMILY PROBLEMS RIGHT FIRST TIME
COMMUNITY INVOLVEMENT
KNOW YOUR BOTTOM LINES
Green tabs are a privilege - not a right. Not every CPT should command. Much is asked of you; even more is expected. Recognize your obligation - Taking care of America’s sons and daughters. If you’re not up to it let me/your Cdr know ASAP. Challenge what we do. Disagreement is not disrespect. Once decisions are made, however, enthusiastically support them! You run training with your NCO’s and officers. Run your battery training meetings by the book - FM Get yourself Table VIII qualified just like you expect your soldiers. Take your unit to the field - not just to local training areas. ARTEPS - do we do them? Have you planned for them? Could you do a modified Table XII in conjunction with the ARTEP? Start thinking about it.
Command your unit. Lead from the front not behind the desk. Means not just following a listing of regulations - doesn’t mean we do not follow regulations - but following regulations does not equal command. You’ve got to anticipate problems and be ready for the branches and sequels. Take charge, set a positive command climate. Use sensing sessions and communicate with your soldiers - talk and listen. Help soldiers form a positive attitude about the unit and the Army. Take time and effort on your reenlistment cards and responsibilities.
Work to meet your job requirements - the standard required - excellence in all you do. Don’t work just to please your boss - work to do what is right and the best it can possibly be. Don’t worry about OERs - if you have a good / and are doing what is right - you will be all right. Doing your absolute best and executing well-planned training is the key to success. Accommodating personal whims of Bn and Bde Cdrs are a natural tendency - but don’t let it get in the way of good judgment as to what is best for your unit and your soldiers. This may not sound quite right - so hear what I mean - do not hang on every word. It is your command and judgment that runs the show (within framework and parameters, of course).
Set high standards - use the MTP.
Ensure you and your soldiers take care of families - includes family support. Many soldiers have “baggage” in that they have been married and divorced before with various levels of support requirements. Are you screening them on inprocessing? Do you know who has court orders or separated family members the soldier is required to send money to? Get a handle on it.

14. COMMANDERS - 2 UCMJ/ADMIN ACTIONS ARE SERIOUS BUSINESS
EMPOWER JUNIOR LEADERS
FOLLOW FM 7.0/7.1 – TRAINING MEETINGS AND SCHEDULES
AAR EVERYTHING - LISTEN; COMMUNICATE
EO, PAO, RE-UP KEY STAFF MEMBERS
TAKE LEAVE
MORAL/MORALE IS TO PHYSICAL AS 3:1
Article 15’s are serious business. Realize that the evidence required for an Article 15 is the same as required for a court martial - make sure you’ve got the facts. Use Administrative actions aggressively. Get the soldier’s attention. Bars to Reup are very effective tools. You should be using them liberally with soldiers with potential who are not living up to their potential. Discuss CM cases with your Bn Cdrs. Take action swiftly - should not take over 72 hours to administer/ deal with problems - goal should be 48 hours.
Empower NCO’s and junior leaders - outline the framework you want to operate in - fix responsibility; delegate authority as required; hold them accountable. CHECK. Allow mistakes - it’s not the mistake itself that is always the problem, it is what is or is not done about them.
Protect the training schedule. Put things on it that take up soldier time - to include 10% inventories, tool inventories, counseling. Set your training objectives by T-5 - measurable Training Objectives with T, C, S. Platoon leaders should have locked in training schedules printed and in hands of soldiers no later that T-3. There should be no training schedules changed inside T-3 without Bde Cdr approval. We’ll talk more about this as I get on board. You and Bn Cdr have signed the schedule; it is an order. Make time on the calendar for transportation to next class, AARs, retraining the event or the week’s prior event. Anticipate problems. Be active.
AAR everything you do!
Conduct your reenlistment counseling's routinely. Take leave and ensure all in our outfit do as well.
Create a positive command climate and provide the enthusiasm to engender high morale – listen to our soldiers and react positively to ideas.

15. BE IN CHARGE
“EVERYTHING CAN BE TAKE FROM MAN BUT ONE THING: THE LAST OF HUMAN FREEDOMS - TO CHOOSE ONE’S OWN ATTITUDE IN ANY GIVEN SET OF CIRCUMSTANCES, TO CHOOSE ONE’S OWN WAY.”
VICTOR FRANKEL
“MOST FOLKS ARE ABOUT AS HAPPY AS THEY MAKE THEIR MINDS UP TO BE.”
ABRAHAM LINCOLN
“IF YOU DON’T KNOW WHERE YOU ARE GOING YOU MIGHT END UP SOMEPLACE ELSE.”
YOGI BERRA
This chart is all about attitude - no one makes you the way you do - 90% of the time it is your reaction to a situation - keep a positive attitude. Moral/Morale is to physical as 3 is to 1 - countless cases in military and sports history of the unit with desire who overcame the odds - Be a winner! Have a plan.