Soldiers Magazine - June 2009 - The Official United States Army Magazine

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NCO of the Year

The man in the mirror

Winning the competition, page 4

How life changed for the better, page 28

‘Million-dollar shot’ Could you do the impossible?

From NCO to CEO Army jump-starts NCO’s career, page 36

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Sgt. Robert Newman, Company B, 1st Battalion, 4th Infantry Regiment, leads his fire team on an early-morning dismounted patrol near Forward Operating Base Baylough, Zabul, Afghanistan, March 19, 2009. (Photo by Staff Sgt. Adam Mancini)

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NCO of the Year

The man in the mirror

Winning the competition, page 4

How life changed for the better, page 28

‘Million-dollar shot’ Could you do the impossible?

From NCO to CEO Army jump-starts NCO’s career, page 36

[ On the Cover ]

[ Coming Next Month ]

2009 has been designated by the Army as the "Year of the NCO." Cover montage by Peggy Frierson.

July 2009 - Golden Knights 50th Anniversary

June

Contents 04

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10 18

2009

NCO of the Year Staff Sgt. Michael Noyce Merino said winning the 2009 competition was an emotional high point.

NCO history NCOs have taken the lead from the Revolutionary War to today's operations.

NCO museum

The museum at Fort Bliss, Texas, documents the daily life and legacy of NCOs.

shot' 20 'Million-dollar The insurgent was nearly a mile away.

31

The man in the mirror

changed for the better after an explosion took his face.

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On Point

26 24 44

Army News Safety Photo Contest Contestants

Army NCO ranks and duties from corporal through sergeant major.

36 From NCO to CEO

The Army jump-starts a career for a man living out of his car.

39

A family of sergeants major

42

A "Yes" that changed my life

Could sniper Sgt. 1st Class Brandon McGuire accomplish the impossible?

28 Sgt. Robert Bartlett recounts how life

NCO ranks

Few Soldiers ever attain the ranks of sergeant major or command sergeant major, much less three members of one family.

Just back from Vietnam, former Soldier Larry Chambers got a break that changed his life.

(Top) A bonfire lights the sky of Babil Province, Iraq, as NCOs from the 172nd Infantry Brigade welcome 22 graduates into the ranks of leadership at the first in-theater Blackhawk Warrior Leader Course. The weeklong accelerated training program focuses on 20 hands-on, performancebased skills, ranging from Iraqi security to lifesaving skills. (Photo by Pfc. Bethany L. Little)

(Left) Mark "Ranger" Jones shows off a rifle from the set of "Glory" at his office. Jones served as an extra in the movie and as an on-set liaison for the Army, training cast members to shoot and march like real Soldiers. (Photo by Jacqueline M. Hames) See related story, page 36.

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DEFENSE MEDIA ACTIVITY ARMY We Want Your Story The Army is our nation’s greatest resource in defense of our homeland. Every day Soldiers and civilians perform acts of valor. The heroic acts performed on the battlefield and the acts of kindness from humanitarian efforts demonstrate the strength of the Army. We want to tell your story. To find out how the Defense Media Activity-Army can tell your story, contact your unit public affairs officer or send your submissions via e-mail to:

The Official U.S. Army Magazine Secretary of the Army: Hon. Pete Geren Chief of Staff: Gen. George W. Casey Jr. Chief of Public Affairs: Maj. Gen. Kevin J. Bergner Defense Media Activity-Army Commander: Col. MaryAnn Cummings Print Communications Staff Editor in Chief: Carrie McLeroy Managing Editor: David Vergun NCOIC/Senior Editor: Master Sgt. Nancy Morrison Soldiers Magazine Writer/Editor: Elizabeth M. Collins Soldiers Magazine Writer/Editor: Jacqueline M. Hames ARNEWS Editor: Gary Sheftick ARNEWS Writer: J. D. Leipold ARNEWS Writer: C. Todd Lopez Visual Information Staff Art Director: Peggy Frierson Graphic Designer: LeRoy Jewell Army Publishing Directorate Print Management/Quality Control: Richard J. Sowell Printing: Gateway Press, Inc., Louisville, Ky.

[email protected] (703) 602-0870

Soldiers (ISSN 0093-8440) is published monthly by the Army Chief of Public Affairs to provide information on people, policies, operations, technical developments, trends and ideas of and about the Department of the Army. The views and opinions expressed are not necessarily those of the Department of the Army. Send submissions and correspondence to Editor, Soldiers magazine, Defense Media Activity-Army, Box 31, 2511 Jefferson Davis Hwy., Arlington, VA 22202-3900. Phone: (703) 602-0870, or send e-mail to [email protected]. Unless otherwise indicated (and except for “by permission” and copyright items), material may be reprinted provided credit is given to Soldiers and the author. All uncredited photographs by U.S. Army. The Secretary of the Army has determined that the publication of this periodical is necessary in the transaction of the public business as required by law of the department. Funds for printing this publication were approved by the secretary of the Army in accordance with the provisions of Army Regulation 25-30. Library of Congress call number: U1.A827. Periodicals postage paid at Fort Belvoir, Va., and additional mailing offices.

Magazine archives: http://www.army.mil/soldiers/archives

Individual subscriptions: Subscriptions can be purchased through the Superintendent of Documents, U.S. Government Printing Office, Washington, D.C. 20402, (202) 512-1800 or online at: http://bookstore.gpo.gov/collections/ subscriptions/index.jsp. : 2009—36S/80015

POSTMASTER: Send address changes to the Arlington address above.

Soldiers magazine is distributed based on unit commanders’ requirements. Commanders and publications officers can order Soldiers through the Army Publishing Directorate at https://ptclick.hqda.pentagon.mil. (Requires CAC authentication). To start or change your unit subscription, enter the Initial Distribution Number (IDN) 050007.

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Recipient of Awards of Magazine Excellence

Thomas Jefferson Awards Outstanding Flagship Publication 2004 - 2006

NAGC Blue Pencil Competition 2004

Thomas Jefferson Awards Outstanding Flagship Writer 2007 Heike Hasenauer

MAILCALL Letters from the field

This knowledge armed us with the understanding of what motivated our Soldiers and we could use (it) in monthly counseling to help them set short- and long-term goals. We also knew how our Soldiers valued their roles in our small units and their value to their families at home, which became especially critical in growing compassionate leaders focused on excellence. I knew my Soldiers as well as I knew my own children. I used these same principles as a platoon sergeant, first sergeant and command sergeant major, to teach all of my NCOPD lessons. The solution for many of the challenges leaders face in their units today is the simple sharing of knowledge and experience; teach your junior NCOs “what right looks like.” Thanks for all you do for the Army and this nation. Army Strong—hooah! —Sergeant Major of the Army Kenneth O. Preston The following are excerpts from a recent Year of the NCO blog at www.army.mil/yearofthenco. NCOs as mentors I was promoted to sergeant with only 24 months in the Army. I was not old enough to legally drink a beer in my hometown, and was in no way everything a sergeant should “be, know and do” on the day of my promotion. I was a good Soldier and did what I was told. One of many secrets I learned during that time in my career came from my then-first sergeant, Gary P. Pastine. The peacetime Army during the Cold War had a requirement to conduct four hours of Noncommissioned Officer Professional Development training monthly. Pastine personally conducted one hour of training for all NCOs assigned to the company each week. All of his lessons were lecture-style, directive and very specific on the standards he expected in the performance of our duties. Lessons included: “How to make a leader’s notebook,” “How to build an individual fighting position and establish a company defense,” “How to perform monthly counseling,” “How to inspect a Soldier’s room,” “How to write an NCOER and an award,” and many more. Pastine probably had four to six months of professional development lessons that were a mix of garrison and tactical tasks. Every class he taught was a learning experience and I always seemed to take something new away from his discussions. All of his tactical lessons were taught in the weeks and months prior to a deployment or major training event. His intent was to use the NCOPD lessons as a train the trainer platform to get all of his NCOs executing critical tasks to the same standard. Sitting through those NCODP sessions with 1st Sgt. Pastine, I learned what a sergeant should “be, know and do,” both in garrison and in the field. All of this was done through his personal example and “words of wisdom,” that left the company better than when he arrived. As an example, in our leader’s notebook he expected us to know the birthdates of our Soldiers, including their spouses and children. He wanted us to know where our Soldiers called home, their parents and their siblings. He expected us to know our Soldiers’ promotion timelines, levels of education, and at a minimum, their GT scores from their aptitude tests.

You may never truly know the impact that you have on a Soldier, but as a noncommissioned officer, a leader, it has to be a positive one so that the NCO Corps can continue to be ”The Backbone of the Army.” The Soldiers that we influence on today will one day be in our position. The quality of the NCO Corps is in our hands and that is something that should never, ever be taken for granted. —1st Sgt. James C. Jackson I also got promoted to sergeant with 24 months in service. I was hesitant about getting pinned, because I felt like I didn’t know anything. My NCO, then-Staff Sgt. Averill (now-chief warrant officer-3) sat me down and told me that he was going to guide me in the right direction and share his knowledge. He said that he had already reached his goals so he would step aside for me to reach mine. —Staff Sgt. Dana Wiggins Reading (the SMA’s) message reminds me of many of my NCOs I worked for throughout my career. I have had some great NCOs like (his) first sergeant, and also some that have been less than stellar. I have tried to emulate those who gave the good examples and to constantly remind myself of those who did not, so that I would not make the same mistakes. It is a never-ending process to try to do things the right way all the time. —Sgt. 1st Class Brian J. Gaddy Correction for May issue In the “Nightmare in the Shok Valley” (page 4) and “The fighting camerman” (pages 11 and 12) stories, Team 3336 of the 3rd Special Forces group was misidentified as “Team 336.” Our sincerest apologies go out to the fine Soldiers of Team 3336, who stood bravely with their Afghan commando counterparts against a fierce insurgent force in the Shok Valley, April 6, 2008.

Soldiers Values Your Opinion To comment, keep your remarks to under 150 words, include your name, rank and address, and send them to: Defense Media Activity-Army, Attn: Editor, Soldiers magazine, Box 31, 2511 Jefferson Davis Hwy., Arlington, VA 22202-3900 or email: [email protected]

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First aid

Story by Elizabeth M. Collins

Endurance Weapons skills Timed tasks

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One thing led to another, and Noyce Merino won at each level: first his unit, then the state of Montana, then the Northwest region, then the National Guard level. He soon found himself putting school and work on hold to prepare, spending two hours a day, five days a week working out. “It was kind of odd, because every time I would win, I would be so happy and excited,” he said. “I thought it was just the most amazing thing that I won the state of Montana. It was so huge. And I was happy for a few minutes, and then I thought, ‘Wow, I’ve got to get ready for the next competition,’ and all the work started again. I didn’t have much time to enjoy it. “I understood the sacrifice and commitment that it required, but at every point, I forgot about everything. I forgot about the cost and focused on the competition. I’m so competitive naturally, that even if I’d wanted to, I couldn’t have done any less than I did. I wanted to win just because of what that meant,” he continued. Each competition level became more and more demanding. The unit level consisted of only a physical-fitness test, board appearance and written test, while regional competitions added military skills like rifle qualification and first aid. The National Guard level, however, was different. Noyce Merino compared it to a mini-Ranger school with a five-mile run and a 12-mile march, which he said was the hardest thing he’s

Strength

W

HEN Staff Sgt. Michael Noyce Merino agreed to go before his unit’s Noncommissioned Officer of the Year board last year, he had no idea what he was getting into, no idea that he would soon be an ambassador for the Army and an example for NCOs and other Soldiers worldwide. He wasn’t new to the idea, however. As a private in the 82nd Airborne Division in 2002, Noyce Merino had won Soldier of the Quarter at both the battalion and brigade levels. He also remembered reading about the Army’s Best Warrior Competition in the “Army Times,” and how impressed he was that the Soldier and NCO of the Year got to go up on stage with the sergeant major of the Army. “I thought that was so exciting, and I thought, ‘Wow, how long would it take a person to get all the way to that level? How many different things do they have to do to get there? That’s just amazing.’ I was very fascinated by that,” he recalled, but a deployment to Afghanistan and then two to Iraq put that dream on hold. When his platoon sergeant asked him to participate in the unit-level NCO competition last year, Noyce Merino, now in the Montana National Guard, remembered the thrill he felt years earlier. As a Soldier, he had no choice but to say yes, even though he was already working two jobs and attending school full time, in addition to serving in the Guard.

A RT

Grooming

Night fire Esprit

Pride

NCO leadership

Professionalis

?

Trigger squeeze Sight alignment

Te st su of bj A ec rm ts y

TV interview

reflexive fire Boots on the ground

ry to succe H un g ed Inspections Uniform fit

Army Strong

Experience helps

Overcoming obstacles

Wa E rr t ho ior s

Urban Combat

NCO OF THE YEAR

Staff Sgt. Michael Noyce Merino practices adjusting the head spacing and timing on an M2 .50-caliber machine gun during the Army’s Best Warrior Competition at Fort Lee, Va.

d C. Tod Lopez

ever done. In combat water-survival tests, competitors were thrown in with uniforms, boots and gear and had to get out and swim for a certain distance. In another test, Noyce Merino had to jump off a 10-foot-high diving board blindfolded and holding his weapon. It was so challenging, in fact, that the Armywide competition was easier than he expected. “I imagined that the Army’s Best Warrior was going to be more demanding than the National Guard. But…I was probably in the best shape I’ve ever been in between the National Guard competition and the Army competition, so that helped me a lot,” Noyce Merino said. He explained that as a result, the most challenging aspect of the Best 6 www.army.mil/soldiers

Warrior competition was the board appearance and the pressure of appearing before Sergeant Major of the Army Kenneth O. Preston and other top enlisted leaders. The best part, he added, was the night-fire range, because in addition to being good training, it looked cool lit up with flares. In previous competitions, Noyce Merino had guessed that he would finish in one of the top two spots, but he had no idea that he won the Army competition. In fact, he thought he would be in third or fourth place, partly because a National Guard Soldier had never won the Army’s Best Warrior. He had even picked out a couple other NCOs he thought might win, so when his name was announced as the NCO of the Year during the As-

sociation of the United States Army’s annual meeting in October, Noyce Merino was shocked. “When they said my name, (my wife) said I turned as white as a ghost and wouldn’t get up,” Noyce Merino said. “She had to pull me up off my chair and kind of push me on stage. I was extremely surprised. I didn’t think it was real. I felt like I was dreaming. It was all happening around me and I was kind of looking at myself from the outside. I thought I would wake up any second. “At first, I was so honored and so happy, but then I started to get emotional. I almost started crying because it meant so much. It was like the pinnacle of my Army career. It validated my whole time as a Soldier, everything I’ve ever done, all the work that I did to get to that point. It was all worth it. It was very emotional for me.”

(Background) A Soldier competing in the 2008 Best Warrior Competition participates in a nightfire exercise at Fort Lee, Va. (Photo by Sgt. 1st Class Tom Steber)

C. Todd Lopez

Staff Sgt. Michael Noyce Merino practices reflexive fire during the Army’s Best Warrior Competition.

Winning may have been a dream come true, but Noyce Merino is the first person to point out that being the NCO of the Year doesn’t make him the Army’s only good NCO, or even the best. “There are people who I was going up against who were smarter than I was, who were in better shape than I was, who had more combat experience than I did. The only thing I had that set me apart from them was that I wanted it more,” he said. “Out of all the people who were able to compete, I won,” he continued. “But we have NCOs and Soldiers who are doing their jobs and don’t have the opportunity to compete. I always say that

the best NCO is a guy who’s in Iraq right now, leading his squad door-to-door and doing his mission. That’s the best NCO.” Noyce Merino knows what that job entails and how important it is to the Army because he’s been there. He was promoted to sergeant during his second deployment, and first to Iraq, in 2003. Pinning on those stripes was “the most solemn responsibility” he’s ever had, because he knew his squad would trust him with their lives. “I have Soldiers I’m responsible for and I have a mission I’m responsible for,” he said. “I always say that the leader—especially the small-unit leader like the NCO—his job is to take the

Army’s mission and make it his own mission. He takes ownership of that mission, and he takes the concerns of the Soldier and the Army’s mission and he brings those two things together and makes it work.” Noyce Merino said NCOs are the glue that holds the Army together, making sure Soldiers complete the mission officers have assigned. He cited the Soviet campaign in Afghanistan in the 1980s as an example: the Soviet army didn’t have enough NCOs, so when something went wrong in the field, soldiers panicked and didn’t know what to do. “If that would have happened today, a staff sergeant, a sergeant first class or a sergeant would step up and say, ‘You go there, you go there. Fight, 4PMEJFST
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Vice Chief of Staff of the Army Gen. Peter W. Chiarelli, Staff Sgt. Michael Noyce Merino and Sgt. Maj. of the Army Kenneth O. Preston were on stage Oct. 6 at the 2008 Association of the U.S. Army annual meeting and exposition to announce the 2008 Army Best Warriors. Noyce Merino was named the Army’s NCO of the Year for 2008. (Background) A Soldier participates in a ruck march in Germany during a preliminary Best Warrior competition. (Photo by Spc. Joshua Ballenger)

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defend, win,’ and that wouldn’t happen. So that’s why the noncommissioned officer is so important. There’s a huge gap between an entrylevel Soldier and an officer, and that’s what a noncommissioned officer fills,” Noyce Merino explained. That’s why he said he believes NCOs should essentially own their units and run them without interference. When there’s something wrong with a unit, he said that he immediately looks at the NCOs, because that usually means they’re not doing their jobs: to set good examples and train, train, train their Soldiers, and then train them some more. Ultimately, that training will be the difference between life and death in combat, something he knows from experience. 8 www.army.mil/soldiers

During his second deployment to Iraq in 2006, Noyce Merino had to call on his training to get wounded Soldiers out of harm’s way. When his platoon and a group of Iraqi soldiers responded to an incident, insurgents attacked with mortars and wounded seven of 13 Soldiers. One Soldier in Noyce Merino’s vehicle was badly injured with shrapnel in his legs. Noyce Merino was able to treat him and everyone made it to safety—because of training. “I always wondered what would happen when I got in a situation like that,” he said. “I always thought I’d be nervous and scared and I wasn’t. I was actually really, really calm. I just did what I was trained to do. A lot of people came up to me afterwards and said, ‘When everything went crazy, you were steady. You did the right thing

and everyone appreciated that.’ I was really surprised. I was calm at the time, and later of course, it really hit me. “You can’t train too much. You can’t. The more you train, the better your chances of being successful, the more your chances of surviving battlefield conditions. The experience that I had, if I hadn’t had the training, I would have panicked and a friend of mine might have died. But because I had trained and because I had practice, because I’d simulated these kinds of things, I knew exactly what to do. It was second nature to me, and that’s what training does. You should train every minute you have,” Noyce Merino said. Today, his mission is far different. Instead of training Soldiers, he is spending the year traveling around the country and representing the Army, the National Guard and all NCOs, a task he called both humbling and an honor. Being an NCO, Noyce Merino said, has changed him as a person. “(It’s) made a lasting impact on my life. I feel like the lessons I’ve learned from being a leader in the Army will stay with me forever.” ❖

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Led by a sergeant, Soldiers participate in a historical reenactment.

Story by David Vergun

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ONCOMMISSIONED officers are “the backbone of the Army,” states the U.S. Army’s NCO Creed. “Backbone” refers to the critical role NCOs play: training and looking after the welfare of junior Soldiers, leading by example, and advising officers and executing their orders with minimal supervision. Many of the Army’s current regulations regarding NCOs can be traced to the Revolutionary War. In 1778, Gen. George Washington assigned Baron Friedrich Wilhelm von Steuben to train 10 www.army.mil/soldiers

his Soldiers. Steuben, a former member of the Prussian general staff of Frederick the Great, wrote one of the Army’s first training manuals, which spelled out the duties and authority of NCOs. Sergeant William Brown typified the high caliber of NCOs in the Continental Army. During the siege of Yorktown in 1781, he led a bayonet charge against formidable British defenses, contributing to victory in that pivotal battle. Later during peacetime, NCOs participated in the exploration of the

West. Four NCOs accompanied Capt. Meriwether Lewis and 2nd Lt. William Clark on their expedition to the Pacific from 1803 to 1806. The prestige of being an NCO was enhanced when the NCO sword was authorized in 1840. It continues to be used by NCOs today for some ceremonial occasions. To distinguish themselves from other Soldiers, NCOs wore green or red epaulets on their uniforms during the early years. The current practice of wearing chevrons followed the War of 1812. Chevrons

(Above) Baron Friedrich Wilhelm von Steuben trains Soldiers and their NCOs during the Revolutionary War. (Painting by Augustus G. Heaton)

(Left) NCOs during the Revolutionary War did not yet wear chevrons on their sleeves. (Library of Congress)

Gen. George Washington reviews the troops at Valley Forge. (Painting by Edward P. Moran)

went through several style changes in the 1800s, with the stripes worn in a “V” or inverted “V” fashion, depending on the unit and time period.

Good NCOs took great care of their Soldiers and used initiative to accomplish their missions, unlike in many other armies where officers assumed many duties carried out by NCOs (even today). First Sgt. Percival Lowe is a good

Lewis and Clark Expedition. (Painting by Charles Marion Russell)

example of a leader who took the initiative. He was stationed on the Great Plains in the mid-19th century, where conditions were harsh, Indian attacks were common and civilization was far away. If his men were hungry, he paid for their meals. He kept good order and discipline, counseling his troopers to avoid drinking in excess and punishing offenders by assigning them extra duty. He also established nonjudicial punishment as a way of disciplining his Soldiers without ruining their careers with courts-martial.

When in 1853 the Kansa Indian tribe stole Army horses, Lowe was assigned to retrieve them. He traveled to their village with only an interpreter to ask for their return, warning that force would be used if they were not. When the chief refused, Lowe returned with 20 Soldiers, snuck into their camp and captured the chief. The horses were returned and the chief was allowed to return to his village. Mission accomplished—without a shot fired. During the Civil War (1861-1865), NCOs prided themselves in leading 4PMEJFST
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1st Sgt. Percival Lowe (left), looked out for his troopers. Sgt. William McKinley (right), a Civil War veteran, would later become the 25th U.S. president. He’s depicted on a coin as Soldier and president. A Civil War-era map and NCO chevrons are in the background. (Images courtesy of the Library of Congress. NCO chevrons courtesy of Air Force Chief Master Sgt. Jerry Hanes) National Archives

Soldiers wait in the trenches before battle near Petersburg, Va. in 1865. An NCO (front right) wears “V”-style chevrons.

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from the front. They carried the flag and regimental colors, allowing commanders to readily locate their units during the chaos of battle. Besides infantry duty, NCOs performed a host of other essential services, which frequently involved serving in harm’s way. For example, Sgt. William McKinley of the 23rd Ohio Infantry, served in the commissary in 1862 during the battle of Antietam. As the battle raged, his troops became tired and hungry. McKinley led two mule teams with wagons of rations and hot coffee into the thick of the fighting, ignoring repeated warnings to retreat. Despite losing a mule team to enemy fire, he and some stragglers he’d gathered forged ahead, successfully delivering the rations to the grateful troops. In 1896, he was elected president of the United States.

The Union Army monthly pay chart of 1861 rewarded technical proficiency as well as leadership, as by then, the Army had acquired a variety of advanced weapons systems for that era. The highest pay, $34, went to NCOs who maintained and operated advanced weaponry and equipment— master armorers, master blacksmiths and sergeants who specialized in explosives. Cavalry and infantry sergeants major, on the other hand, received just $21, first sergeants $20, sergeants $17 and corporals $14. Below the NCO ranks, privates, blacksmiths and buglers earned $13. As the Army continued to modernize, technical proficiency for NCOs

was rewarded with even higher pay, relative to those non-technical billets. For example, in the 1908 pay chart, a master electrician in the coast artillery earned $84, while an infantry sergeant major made just $33 per month. In 1909, the 417-page Noncommissioned Officers Manual was published, specifying the duties and responsibilities of each NCO rank, as well as the customs and traditions they were entrusted to uphold. The manual also gave practical advice on ways to achieve unit discipline and reform offenders.

During the Indian wars in the latter half of the 19th century, NCOs commanded small units or detachments, often far away from garrisons. Many NCOs distinguished themselves, including Sgt. Charles L. Thomas, 11th Ohio Cavalry. In the summer of 1865, just months after the end of the Civil War, 1,400 Soldiers of the Powder River Expedition got hopelessly lost on the Great Plains. Thomas and two Pawnee scouts set off to locate them. He found the missing Soldiers besieged by Sioux warriors. He fought his way to the troops, rallied them to victory, then led them 150 miles to a supply camp. His actions were credited with saving the expedition from almost-certain annihilation. An African American NCO, Sgt. George Jordan of the 9th Cavalry, distinguished himself during the Indian wars in 1880. Leading 25 Soldiers, he rode to the town of Tularosa, N.M.,

where as many as 300 Apache warriors were preparing to attack. Their detachment broke the seige, saving the town and its citizens. The enlisted men of the late 1800s were discouraged from marrying and special permission was required. Soldiers also spent much of their time engaged in manual labor, building or repairing barracks, fortifications, roads and bridges, and standing long hours of guard duty. A hard life with poor pay resulted in frequent desertions. This situation tested the abilities of NCOs to maintain an effective fighting unit. Wives of NCOs didn’t have an easy life either, often working as maids for officers or doing laundry. The wives subsisted on beans, bacon, beef and hardtack and usually lived in dugouts, sod huts or adobe buildings. Those more fortunate lived in wooden structures or stone buildings.

During World War I, NCOs continued adding to their legacy. In 1918, Cpl. Harold Turner of the 142nd Infantry, led troops under heavy fire near St. Etienne, France. When they were pinned down by fire from a machine gun emplacement, Turner rushed forward with fixed bayonet. After a desperate struggle, he captured the position, along with 50 German soldiers. That same year, Cpl. Alvin C. York and his men of the 328th Infantry encountered heavy machine gun fire in the Argonne Forest in France. He and 17 Soldiers attacked the posi-

Noncommissioned officers from the 13th New York Cavalry pose for a photo at Prospect Hill, Va., in 1865. Library of Congress

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Duce & McClymonds Studio Noncommissioned officers lead Soldiers from the 331st Machine Gun Battalion in exercises at Camp Grant, Ill., in November 1917, shortly before they deployed to Europe to fight the Germans in World War I. Signal Corps

Sgt. John Hill, an African American “Buffalo Soldier” at Fort Benning, Ga., July 25, 1941, rides Jumping Dan Ware, considered the finest jumping horse in the infantry.

tion, capturing a number of Germans, but losing nine Soldiers, including the sergeant leading the attack. York then assumed command, leading the survivors and their prisoners back to friendly lines. Along the way, York and his men killed at least 20 German soldiers, silenced 32 machine guns and captured 132 prisoners. For his heroism, York received the Medal of Honor and a promotion to sergeant. When he returned home, he received offers for product endorsements and film roles—all of which he declined. He spent most of his remaining years helping the children of Tennessee acquire a basic education through a foundation he created. Following World War I, the Army rapidly reduced its end strength and those still on active duty were often reduced in rank to balance the remaining force structure. For example, Alexander Loungeway enlisted in 1908, rose through the NCO ranks and was promoted to first lieutenant during 14 www.army.mil/soldiers

Signal Corps

Cpl. Larry Corletti (far right) and two privates from the 741st Tank Battalion, train at Camp Polk, La., Feb. 12, 1943.

World War I. After the war, despite his excellent service record, he was reverted to first sergeant, then to sergeant, corporal, and finally, private first class. He was promoted to corporal in 1939, a year before he retired.

During the Great Depression of the 1930s, enlisted Soldiers sometimes received just half their pay or received consumer goods or food in lieu of up to half their paycheck. Also in that decade, technicians were created to distinguish their ranks from the equivalent pay grades of corporal through staff sergeant, and their chevrons were marked with a “T.” In 1948, the Army discontinued the technician ranks and subsequently created the specialist ranks in 1955. Before World War II, NCOs received promotions through their regiments. NCOs who transferred to another regiment arrived as privates first

class. The system didn’t seem fair to many, and in 1940, the Army allowed NCOs to keep their ranks whenever they transferred.

World War II During World War II, the rapid expansion of the Army led to fewer experienced NCOs because Soldiers were rapidly promoted to the NCO ranks. The proportion of NCOs in the Army increased from 20 percent of the enlisted ranks in 1941 to nearly 50 percent in 1945. As a result, this lowered the prestige of becoming an NCO. Following the war, the ranks became better balanced and today, activeduty Army NCOs make up more than 200,000 of the approximately 540,000 Soldiers. The Army National Guard has nearly 139,000 NCOs out of more than 360,000 Soldiers and the Reserve has roughly 78,000 NCOs out of more than 197,000 Soldiers. As in other conflicts, many NCOs

NCO Creed

No one is more professional than I. I am a Noncommissioned Officer, a leader of Soldiers. As a Noncommissioned Officer, I realize that I am a member of a time-honored corps, which is known as “The Backbone of the Army.” I am proud of the Corps of Noncommissioned Officers and will, at all times, conduct myself so as to bring credit upon the Corps, the Military Service and my country regardless of the situation in which I find myself. I will not use my grade or position to attain pleasure, profit or personal safety. Competence is my watchword. My two basic responsibilities will always be uppermost in my mind— accomplishment of my mission and the welfare of my Soldiers. I will strive to remain tactically and technically proficient. I am aware of my role as a Noncommissioned Officer. I will fulfill

my responsibilities inherent in that role. All Soldiers are entitled to outstanding leadership; I will provide that leadership. I know my Soldiers and I will always place their needs above my own. I will communicate consistently with my Soldiers and never leave them uninformed. I will be fair and impartial when recommending both rewards and punishment. Officers of my unit will have maximum time to accomplish their duties; they will not have to accomplish mine. I will earn their respect and confidence as well as that of my Soldiers. I will be loyal to those with whom I serve; seniors, peers, and subordinates alike. I will exercise initiative by taking appropriate action in the absence of orders. I will not compromise my integrity, nor my moral courage. I will not forget, nor will I allow my comrades to forget that we are professionals, Noncommissioned Officers, leaders!

sional schools for NCOs. In 1959, the Army instituted service-wide standards for NCO training. By the end of the 1950s, the NCO ranks nearly mirrored the current structure, minus the command sergeant major and sergeant major of the Army.

While the fighting raged inside the outpost, Mize moved from man to man, distributing ammunition and shouting words of encouragement. When he observed a friendly machine gun position overrun, he fought his way to the position, killing 10 of the enemy. He continued fighting and helped regroup for a successful counterattack. NCO legends and stature continued growing through the Vietnam War years. In 1968, Sgt. 1st Class Eugene Ashley Jr., an African American Soldier, was posthumously awarded the Medal of Honor for action in South Vietnam. As the senior special forces advisor, he led a mission to rescue Soldiers under attack at Camp Lang Vei, near Khe Sanh. During the ensuing battle, Ashley led five assaults, continuously exposing himself to enemy grenades and automatic weapons fire, as well as booby-trapped satchel charges in each of the bunkers he overran. During his

Sgt. 1st Class Paul R. Smith, Medal of Honor recipient (posthumous) for valor during Operation Iraqi Freedom. Smith’s actions embodied the NCO Creed.

distinguished themselves during World War II. For example, Staff Sgt. Charles Shea of the 350th Infantry, encountered heavy machine-gun fire in Monte Damiano, Italy, in 1944. So his men could advance, he single-handedly moved forward, silencing three machine-gun positions, killing three enemy soldiers and capturing six. The same year, Sgt. Harrison Summers of the 502nd Parachute Infantry, led an attack against German fortifications on Utah Beach, France, on D-Day, June 6. When he and 12 Soldiers encountered heavy fire during the assault, the 12 fell back, leaving him alone to advance. He rushed to the first enemy fortification, kicked the door open, and killed all the enemy soldiers inside. He then moved down a row of stone buildings, clearing each as he advanced. In the late 1940s, the Army emphasized training and professionalism of its NCOs, publishing the Career Guidance Plan and opening profes-

During the Korean War in 1953, Sgt. Ola L. Mize, of the 15th Infantry, distinguished himself in battle and received the Medal of Honor. Near Surang-ni, Mize advanced through an intense enemy barrage to rescue a wounded Soldier. Upon returning to his outpost, he organized an effective defense and inflicted heavy casualties against attacking enemy forces who had penetrated their perimeter. During the intense fighting, Mize was blown down by artillery and grenade blasts three times, but each time he got up and continued repelling attacks.

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Air Force Tech. Sgt. Cecilio M. Ricardo Jr. Sgt. 1st Class Ed Franco makes friends with refugee children in Kabul, Afghanistan, April 8, 2007, in support of a community outreach program.

fifth and final assault, Ashley called for air strikes nearly on top of his position, forcing the enemy to withdraw. While exposing himself to intense enemy fire, he was seriously wounded but continued his mission without regard for his personal safety. A short time later he was killed by enemy artillery fire. An NCO milestone was reached in 1966, when Army Chief of Staff Gen. Harold K. Johnson chose Sgt. Maj. William O. Wooldridge as the first sergeant major of the Army. The SMA serves as the senior enlisted advisor to the secretary of the Army and chief of staff of the Army on enlisted matters. In 1967, Johnson established the position of command sergeant major. The CSM serves as the commander’s enlisted assistant at and above the battalion level.

In 1969, the Army established the Noncommissioned Officer Education System, designed to provide NCOs with a progressive system of career courses, beginning with the Basic Noncommissioned Officer Course and then the Advanced Noncommissioned Officer Course. The Sergeants Major Academy was established in 1972 and other leadership courses were added over the years. The NCO Creed, a summary of 16 www.army.mil/soldiers

An NCO (center) and other Soldiers from the 1st Cavalry Division pay tribute to their past during a ceremony at Fort Hood, Texas, March 25, 2009.

NCO ideals, has existed in various forms for many years. At the start of the all-volunteer Army in 1973, the current form of the creed was written and later distributed to NCOs around the Army. It is still in use today. Command Sgt. Maj. William J. Gainey became the first senior enlisted advisor to the chairman of the Joint Chiefs of Staff on Oct. 1, 2005. He provided input on enlisted education, health, welfare, morale and housing matters for all of the services. On Jan. 30, 2009, President Barack Obama met with Sgt. Maj. of the Army Kenneth O. Preston and the senior enlisted advisors of other services to hear concerns from a boots-on-theground perspective. This was reportedly the first time a commander in chief held an official meeting with senior enlisted leaders. Today, NCOs continue to fight and lead by example. Sgt. 1st Class Paul R. Smith, who posthumously received the

Technical grade chevron

Medal of Honor, typifies the courage and sacrifice that an NCO could be called upon to make. During heavy fighting in Baghdad in 2003, Smith and 100 Soldiers came under attack by a much-larger enemy force. After organizing a defense, Smith braved hostile fire to engage the enemy with hand grenades and anti-tank weapons, and organized the evacuation of three wounded Soldiers. Fearing the enemy would overrun their defenses, he moved under fire to man a .50 caliber machine gun, mounted on an armored personnel carrier. Disregarding his own safety, Smith maintained his exposed position to engage the enemy until he was mortally wounded. During the engagement, he killed as many as 50 enemy soldiers, and in the process, allowed the safe withdrawal of wounded comrades. His Medal of Honor was the first since operations in Somalia in 1993. There have been many changes in the Army and the NCO Corps since the Revolutionary War, when von Steuben shaped the NCO Corps. But the pride and professionalism of its ranks have remained steadfast and its legacy continues to grow. ´ (Compiled by David Vergun from Field Manual 7-22.7 (Dec. 2002); A Short History of the NCO, by L.R. Arms, director of the NCO Museum at Fort Bliss, Texas; and www.army.mil).

LEAVE NO SOLDIER’S STORY UNTOLD Operation Tribute to Freedom needs your NCO Stories.

In recognition of the Year of the Noncommissioned Officer, we’re looking for NCOs who have served or are currently serving in support of Operation Enduring Freedom or Operation Iraqi Freedom. Nominate yourself, a friend or an NCO you know. Stories will be featured in Faces From the Front or OTF Soldier Story. Send an email with your nomination to [email protected]. Operation Tribute to Freedom is a program of the U.S. Army Office of the Chief of Public Affairs designed to share with the American public the stories of Soldiers who have or are currently serving in Operation Enduring Freedom or Operation Iraqi Freedom. OTF works in partnership with PAOs throughout the Army to tell the Army story.

Faces From the Front is a weekly news product distributed to national, local and social media. OTF Soldier Story is a weekly newsletter distributed to Army communicators.

Museum honors the

NCO

Story by L.R. Arms

The museum features NCO displays from all of the nation’s wars, including: 1. World War I, 2. Vietnam, 3. Civil War, 4. Revolutionary War, 5. Korean War. Photos by L. R. Arms.

F

OUNDED in 1975, the U.S. Army Museum of the Noncommissioned Officer in Fort Bliss, Texas, displays and depicts the history of the NCO from 1775 to the present. Exhibits emphasizes history and NCOs as small-unit combat leaders, trainers, and standard bearers of the Army’s customs and traditions. Visitors to the museum follow a chronological story line beginning with the American Revolution and an exhibit of reproduced rank insignia, uniforms and equipment that would have been used by NCOs in the Continental Army. Information about pay, rations and rank structure are integrated into the exhibits. Special presentations examine daily life in the 1830s, women NCOs, prisoners of war, and the development of the Noncommissioned Officer Education System. Among the featured artifacts are: war bond posters; a POW uniform worn by Sgt. Maj. Dennis Thompson; two model 1840 NCO swords; a uniform worn by Sgt. Tracy McMillan with the 626th Support Battalion in Kandahar, Afghanistan; two uniforms worn by Command Sgt. Maj. Charles Guyette and Sgt. Stephen Dorsey with the 89th Military Police Brigade in Iraq; and original paintings from the first Year of the NCO in 1989. The museum is an integral part of the nearby Sergeants Major Academy and is part of the program of instruction for Sergeants Major and First Sergeant course students. Guided tours can be arranged by calling 915-744-8646. Hours of operation are 9 a.m. to 4 p.m., Monday through Friday. ´

L. R. Arms is the director of the U.S. Army Museum of the Noncommissioned Officer.

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Day of the sniper :

The story behind ‘the million-dollar

SH

T o

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Story by Renita Foster

Courtesy of Barrett Firearms

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HE four-man sniper team hardly dared to breathe. For two days and nights they had waited for the right situation, and it was finally here. To Sgt. 1st Class Brandon McGuire, it seemed that all his prior experiences, such as serving on the 82nd Airborne Division’s marksmanship team, as a sniper and reconnaissance platoon observer, and shooting sniper weapons for a scout platoon, had prepared him for this exact moment. “I even managed to talk an explosive ordnance detonation unit out of their sniper rifle since they didn’t know how to use it,” laughed McGuire. Taking aim one last time, McGuire calmly squeezed the trigger of his Barrett .50 caliber, Sniper Weapon System. A platoon sergeant in the 3rd

Battalion, 509th Parachute Infantry Regiment, McGuire had deployed for Operation Iraqi Freedom nine months earlier and was stationed at Forward Operating Base, Iskandaryia. Four days before his mission, McGuire’s platoon had been ordered to the western sector of their area of operations to locate and destroy an enemy mortar team. Insurgents were firing shells into the city of 300,000, wounding civilians and destroying property— compromising faith in McGuire’s unit to protect Iraqi citizens. “Losing trust in us to take care of the situation could prompt the locals not to help us anymore, and that only makes for more enemies,” said McGuire. “This was also a mission we welcomed since it was a crucial one and not what we called a ‘Groundhog Day,’ which is a regular, everyday patrol.” During that mission, two of McGuire’s Soldiers had been wounded by an improvised explosive device, one critically. The road they were on had been the backdrop for numerous attacks on Americans, which prompted McGuire and his platoon leader to decide that enough was enough. After medically evacuating one Soldier to Baghdad and the other to their medical unit at the FOB, they began formulating plans to end the problem once and for all.

Rifle photo by PEO Soldier

Heading to a location with many vantage points they called the “tractor factory,” McGuire assumed his post in one tower while his platoon leader headed for the other. Although it was night, they had an excellent view of the road in question, and a wall around the factory provided protection for their vehicles. Windows were quickly camouflaged and a platform built for

the sniper weapon system, an Improved Target Acquisitioning System. “Best of all, no one knew we were there,” added McGuire. Because dismounted radios could not reach back to the battalion tactical operations center, a communications platform was also assembled. “Commo,” according to McGuire, was their best weapon, in addition to individual Soldiers retrieving information. Combined observation reports provided excellent clues to enemy behavior and operations. And because they were usually outnumbered during missions, contacting the TOC and aircraft for additional help was their lifeline.

Keeping with the revered military tradition of carrying a special good luck item with his military gear, McGuire had packed away a family picture. His hope was that should he be kidnapped, realizing he had a family might earn him some leniency from potential captors. For the next two days and nights all eyes focused on the road that had been declared “black,” meaning no one was allowed on it unless they had route clearance. His crew of four to five Soldiers rotated every so often, but McGuire stayed in the tower, occasionally taking time to sleep and eat. “You have to sleep sometime or you become ineffective,” said McGuire. “And to pass the time we played this game called, ‘If.’ Everybody takes turns making up a fantasy about where they would most like to be right now. The obvious answer is home and family, so that’s not allowed. We wanted to hear about sensational places with good food and company to go with it. The other rule was that everyone had to take their time describing these scenarios to make the hours pass more quickly.” Sunrise on the third day brought McGuire and his crew the objective they had been stalking. The target was walking on the canal, which ran east and west of their position. They watched his suspicious behavior (which included digging an item out of the canal’s embankment), for more than an

hour. Verifying it was a mortar tube, McGuire contacted the battalion TOC and requested permission to engage. Receiving an affirmative answer, the team quickly arranged the spotter’s scope while McGuire set up behind the SWS. The range finder indicated the insurgent was over 1,300 meters away, a precarious distance for even the best of snipers. And a high wind required the crew to perform wind calculations. Despite the problems, McGuire’s “cool” attitude prevailed. Too much was at stake to fail now. “You only get one shot,” said McGuire. “That means you have to keep your self control because if you miss, your position is uncovered. I also reminded myself that if I was successful, my Soldiers, as well as other Americans and the people we’re trusted to protect, would finally be safe.” McGuire’s sights bore down on the target for another hour as he carried his tube up and down the canal banks.

Sgt. 1st Class Brandon McGuire readies for his “million-dollar” sniper shot.

“You only get one shot. That means you have to keep your self control because if you miss, your position is uncovered.”

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Because it was a rolling terrain, the target kept dropping in and out of sight. Several times McGuire had the insurgent’s head in focus, but didn’t believe he could shoot accurately with so much distance between them. He was also unsure about the wind and their calculations, and keenly aware of the adrenaline pumping through his body. Suddenly, the target area McGuire desperately wanted appeared. The “triangle measurement,” from the throat down to the upper chest, was now in plain view. Hearing the spotter yell, “Fire!” McGuire squeezed the trigger. He was immediately consumed by smoke from the weapon’s powerful outburst in the small building. Scrambling to re-engage, McGuire already knew it would be too late. There was only a cloud of smoke where the insurgent had been. McGuire’s spotter maintained his visual and was yelling, “Tango down!

Tango Down! He’s gone!” McGuire had accomplished the impossible. Though the target was nearly a mile away, he had successfully made what came to be known throughout his unit as the “million-dollar shot.” “They even put that in my record,” laughed McGuire. A few seconds were squandered for high fives and congratulations, but the team quickly turned their attention back to the mission area. They realized the wind had been a blessing, masking the sound of the shot. No other insurgents would be able to learn their location. The battalion TOC was quickly notified and a request made for the Iraqi army to retrieve the body. A firefight on their arrival made it impossible for the Soldiers to recover the target. A local official identified the insurgent a few days later. “We weren’t sure what happened to

Sgt. 1st Class Brandon McGuire briefs his sniper platoon.

22 www.army.mil/soldiers

the mortar tube, but about a week later we captured a truck with a similar one, so maybe that was it. More importantly, after our platoon’s engagement, there were no more mortar attacks on that road,” said McGuire. While the “million-dollar shot” earned much praise for McGuire and his sniper team, he insists the driving force for their success was their injured battle buddies and other Americans hurt on the road. “Camaraderie is what keeps your Soldiers together and at their best,” said McGuire. “Platoon GIs become lifelong friends. You share so many experiences together which you can never explain to someone else; they would never get it. However, you always have your fellow Soldiers to go to.” ´

Renita Foster works for the Fort Monmouth, N.J., Public Affairs Office.

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On Point The Army in Action

YEAR OF THE NCO

Sgt. 1st Class Maria Young, a jumpmaster from Company E, 1st Battalion, 325th Airborne Infantry Regiment, 2nd Brigade Combat Team, 82nd Airborne Division, conducts mock-door training prior to the brigade’s Joint Force Entry Exercise on Jan. 29. Mockdoor training helps to familiarize paratroopers with the door of the aircraft before a jump. — Photo by Pfc. Bryan Wills

24 www.army.mil/soldiers

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‘Military Saves’ encourages Soldiers to build nest egg

F

C. Todd Lopez

INANCIAL security at home can mean one less distraction for Soldiers downrange. “Imagine deploying, or going out to training—and what is in the back of your mind is how are you going to pay your mortgage, or is your family going to get evicted while you are deployed,” said Michael Wood, Family and Morale, Welfare and Recreation command, and the Army liaison to the Military Saves program. “You are not going to be focused on the mission. Financial literacy is a readiness issue.” Having your financial situation in order can contribute to mission readiness, Wood said. To help Soldiers make that happen, the Army participates in the Department of Defense-sponsored “Military Saves” program, which encourages Soldiers to become financially literate and save their money. The Military Saves program asks participants to take a pledge to commit to financial security through savings, reducing debt and building wealth. Soldiers can learn more about Military Saves through the campaign’s Web site at www.militarysaves.org. The site points Soldiers to where they can learn more about both saving and investing their money. ´ — C. Todd Lopez/ARNEWS

Through the Military Saves program, the Army encourages Soldiers to become financially stable through savings and investment.

26 www.army.mil/Soldiers

J.D. Leipold

ARMY NEWS

Jennifer Murphy, PhD., demonstrates one of the tests her joint team of researchers used to determine the characteristics of Soldiers, Marines and Airmen who might have exceptional abilities at detecting improvised explosive devices.

Study aims to identify IED detection experts

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ESEARCHERS have discovered that some Soldiers seem to have a “sixth sense” for being able to spot improvised explosive devices, while others are unable to spot them hidden in brush or buried in the middle of a road. How and why certain Soldiers could see IEDs better than others was something the Joint Improvised Explosive Device Defeat Organization wanted to study. So for the last 18 months, a joint group of researchers has been striving to identify what particular skills, abilities and characteristics are needed to detect IEDs. The study’s director, Jennifer Murphy, Ph.D., said JIEDDO leadership was hearing stories from the field about Soldiers who were ex-

ceptional in their ability to identify IEDs. That’s when she and the Army Research Institute for the Behavioral and Social Sciences got involved. “Wouldn’t it be great if there was a way we could identify people who have this skill before they deploy because it would save so many lives,” she said. The research team studied what factors might contribute to a person’s ability to find IEDs, including physical and personality factors as well as life experiences. Researchers assessed 800 warfighters and were able to filter out the most important predictors of IED-locating performance. “These are people who notice extraordinarily subtle changes in the environment,” Murphy explained. ´ — J.D. Leipold/ARNEWS

From the Army News Service and Other Sources

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OLDIERS now have a new tool that will enhance their ability to see in total darkness: the AN/PSQ-20 Enhanced Night Vision Goggle. The ENVG is a helmet-mounted, passive-image-intensification and thermal device that incorporates both I2 and long-wave infrared sensors into a single integrated system. It weighs two pounds, including the battery pack (which uses four AA batteries), helmet mount and wiring harness. The ENVG is being fielded by Program Executive Office Soldier. Several engineering enhancements to the ENVG improved its fit and function—for example, moving the helmet mount’s center of gravity closer to the face to increase comfort as well as stability. In addition, the system is now more compact and easier to stow when it is not in use, which enhances Soldiers’ maneuverability. Another benefit of the

ENVG is its compatibility with aiming lasers currently in use, allowing for a fully integrated system of thermal, laser and image intensification. A digital update for the ENVG is currently in development to take advantage of image processing techniques that can improve image clarity and situational awareness for Soldiers. With a digital ENVG system, Soldiers on the battlefield of the future could import and export digital files, PEO-Soldier officials said. Soldiers’ feedback on the ENVG has been overwhelmingly positive. “You can really tell where a person is, where a vehicle is, a lot more than with just regular night vision,” said Pvt. Andrew Busch of the 10th Mountain Division. “When I first put mine on, it was clear right away. I didn’t have to adjust it at all.” ´Ê — PEO Soldier

PEO Soldier

Army fielding Enhanced Night Vision Goggles

A Soldier uses the new AN/PSQ-20 Enhanced Night Vision Goggles.

to Desert Storm, units kept records even during the Battle of the Bulge, the handbook explains. And units in Korea kept war diaries, staff action journals, operations reports and intelligence summaries, even when on the verge of being overrun by the Chinese in the winter of 1950. “Yet in today’s military, despite the ready availability of high speed computers, email, sophisticated word processing programs, portable digital storage devices, data base programs and visually stunning graphics presentations, units often fail to preserve a record of what they were doing, where they were doing it, and when,” the handbook’s authors state. The handbook provides arguments for why unit operational records should be kept and also spells out how

Arms Cen

new handbook to guide commanders in protecting and preserving vital data, records and historical information is available now from the Center for Army Lessons Learned. CALL Handbook 09-22, “Commander’s Handbook for Operational Records and Data Collection,” is designed to serve as a guide for the preservation and disposition of unit operational records, history and data. The handbook helps drive home the importance of keeping operational records. It explains how, following Operation Desert Storm, thousands of veterans and Soldiers had problems proving where they were and what they were doing. It also explains how it took millions of dollars and thousands of man-hours to reconstruct the locations and operations of units during the operation. During World War II, in contrast

Combined

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ter

New handbook to help units save vital info

Front cover of “Commander’s Handbook for Operational Records and Data Collection.”

that can be done. It is unclassified and can be downloaded from CALL’s public Web site at call.army.mil. Copies may also be requested through the information product link. ´Ê — Combined Arms Center Public Affairs Office

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Sharon Renee Taylor

Sgt. Robert Bartlett Sgt. Robert Bartlett stands in front of a bust of Maj. Walter Reed in the lobby of Building 1 (the old hospital). He was injured in Iraq during the spring of 2005, when an explosive-formed projectile tore through the Humvee he was riding in and cut his face in half.

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Story by Sharon Renee Taylor

“I was a man without a face.”

“

Courtesy of Sgt. Robert Bartlett

WHEN you look in the mirror, After more than 40 surgeries over yourself—then there is freedom. You who do you see?” On May 20, 2005, a the next three and a half years as a have to love who you see in the mirror. 31-year-old Army scout sniper named patient at Walter Reed Army Medi“You just can’t let it beat ya. You Pfc. Robert Bartlett glanced at the cal Center, Bartlett, now a sergeant, got what you got. You know? That’s mirror placed before him with his right reflected on his recovery while awaithow a lot of us end up…it’s a humeye, his left eye blinded. Burns covered ing completion of his medical board bling thing that we all have to learn,” his face and hands; his bottom lip, an process. Bartlett said. eyelid, five teeth, the front of his nose The 35-year-old Soldier believes The curious stares of strangers no and part of his jaw—all missing. there is healing in being honest—first longer bother him like they did in the An explosivebeginning. formed projectile tore “Oh, it was through the Humvee brutal. They would Bartlett was riding just stare and they in three weeks earlier couldn’t figure it out. during a sector-clearI would smile at them ing mission in Iraq and they would smile and cut his face in back or they would half, from his temple get surprised or just through his jaw. continue to stare. “I was a man That’s our biggest without a face. It’s thing: just smiling like the left side didn’t and saying, ‘Hi,’ and exist anymore. And letting them know the drooling every day we’re still human,” just grates on you, Bartlett said. “It’s just not to mention (it’s) one of those things, embarrassing. With you know. My wife Sgt. Robert Bartlett and his wife, Jordan, whom he calls the love of his life. every drop of drool it has a harder time takes away your dignity. with it than I do. She It’s almost like the left wants to go over and side of my face melted away. Not being with yourself, then others. You must slap people. She’s very protective of able to blink my eye…every breeze that surrender your pride, false realities me,” he laughed. should’ve been for comfort was pain(past dreams or hopes no longer atBartlett said he wanted to continue ful,” Bartlett said. tainable) and any distorted image of his military career prior to his injuries.

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“God kept us alive for a reason.” “I was single when I went in. I was looking forward to a career in the military. Obviously things have changed (since the explosion). I met my wife and I can’t do what I was going to do anymore,” said the former sniper, who called his wife Jordan the love of his life. “I was always so focused on being strong,” Bartlett said. Jordan showed him how to be sensitive and still be strong. “Like the river that smoothes the roughest stone. That’s my wife.” “I prayed so long that I could meet someone like her. When I got blown up, I didn’t think I’d date again. Half your face is gone and you go, ‘Who’s going to want me anymore? Look at me!’ And the truth is that we get a better quality person than we ever thought we would,” Bartlett said. His message for other injured Soldiers is clear: yes, it happened, but good can come from it. Bartlett said being blown up was the best thing that ever happened to him. It has given him the opportunity to meet people he never would have the opportunity to meet, and to be a spokesperson for Soldiers down range. In addition to speaking engagements, Bartlett joins his wife in volunteer work with their church and community when he’s home in Gilbert, Ariz. “You know it’s the best joy ever. Call me selfish. I love it. I absolutely love it...giving back is the biggest reward ever,” Bartlett said. “His healing process is helping other Soldiers get back on their feet,” said Jordan. She added that it’s a reciprocal healing process. “I don’t think the other Soldiers know what they’re doing for him.” “Being a part of something bigger than you is a reward. Even though you lost a leg and your buddy died, now you have to be twice as positive, twice as good for them. You can’t be self-absorbed in pity. We all signed up. We knew what we were getting into. There’s fulfillment (in serving others). From the beginning it’s never been our

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plan. God kept us alive for a reason,” Bartlett said. And there’s clearly a purpose for Bartlett. The Soldier said he died three times after the explosion in Iraq: once on the battlefield, once at the combat support hospital and a third time at Walter Reed. Bartlett received an American Society of Plastic Surgeons’ Patients of Courage: Triumph Over Adversity Award in November. His plastic and reconstructive surgeon at Johns Hopkins University Hospital, Dr. Eduardo Rodriguez, nominated the sergeant for his ability to overcome a tremendous adversity, turn it into something positive and motivate other patients, nationally. Rodriguez cited Bartlett’s optimism and explained that a positive state of mind helps patients like Bartlett heal physically and mentally. Bartlett tells his fellow Soldiers recovering at Walter Reed, “You can’t complain about what you don’t have. You just have to be content with what you do have—just being alive.” He said relationships and ups and downs are not always fun but it keeps it exciting. “Life is just a beautiful thing. And we’ll be so much better off and happy if we just let ourselves recognize and overcome the difficulties we encounter along the way. “If we could just be 100 percent with ourselves then we can be 100 percent with that woman or man, and it’s as simple as that. God has a plan for all of us,” Bartlett said. ❖

“You can’t complain about what you don’t have. You just have to be content with what you do have— just being alive.” Sharon Renee Taylor writes for The Stripe at Walter Reed Army Medical Center.

Corporal

A corporal serves as team leader of the smallest Army units. Like sergeants, they are responsible for individual training, health, welfare and safety of their Soldiers.

Sergeant

The sergeant typically leads a squad of nine to 10 Soldiers. Because sergeants oversee their Soldiers in their daily tasks, they are considered to have the greatest impact on the troops—sergeants set the example and the standard.

Staff Sergeant

The staff sergeant also leads a squad of nine to 10 Soldiers, and often has one or more sergeants under his or her leadership. A staff sergeant is responsible for developing, maintaining and utilizing the full range of his or her Soldiers’ potential.

Sergeant First Class

The master sergeant is the principal NCO at the battalion level and often higher. A master sergeant is not charged with all the leadership responsibilities of a first sergeant, but is expected to dispatch leadership and other duties with the same professionalism.

First Sergeant

The first sergeant is the principal NCO and lifeblood of the company. Provider, disciplinarian and wise counselor, the first sergeant instructs other sergeants, advises the commander and helps train all enlisted Soldiers. He or she also assists officers at the company level—62 to 190 Soldiers.

Sergeant Major

Command Sergeant Major

Functioning without supervision, a command sergeant major’s counsel is expected to be calm, settled and accurate with unflagging enthusiasm. A command sergeant major provides recommendations to the commander and staff, and carries out policies and standards on the performance, training, appearance and conduct of enlisted personnel. A command sergeant major assists officers at the battalion level or above.

Sergeant Major of the Army

There is only one sergeant major of the Army. This rank is the epitome of what it means to be an NCO and oversee all other NCOs. The sergeant major of the Army serves as the senior enlisted adviser and consultant to the chief of staff of the Army.

The sergeant major’s experience and abilities are equal to that of the command sergeant major, but the sphere of influence regarding leadership is generally limited to those directly under his or her charge. A sergeant major assists officers at the battalion level or higher.

Air Force Master Sgt. Andy Dunaway

The sergeant first class is the key assistant and adviser to the platoon leader. A sergeant first class generally has 15 to 18 years of Army experience and puts it to use by making quick, accurate decisions in the best interest of the missions and the Soldiers.

Master Sergeant

NCO ranks & responsibilities 4PVSDF
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Sergeant Orlando Serna, a food service specialist with the 407th Brigade Support Battalion, and pastries chef for the field team, pours a mixture of peaches and blueberries into a cup for his peach and blueberry cobbler dessert. The U.S. Army Culinary Arts Competition, the largest competition of its kind in the United States, has several categories in which teams and individuals can participate, including hot food cooking, patisserie, a team buffet, showpieces and many more. 32 www.army.mil/soldiers

Sergeant 1st Class Jerry Hill, the dining facility manager with Headquarters and Headquarters Company, 82nd Cavalry, inspects the overall quality of a dessert and offers suggestions on enhancing the overall garnishing. “I am in charge of quality control and making sure the food is prepared properly,” said Hill. “We want to give the Soldiers more bang for their buck.” To Hill, being a noncommissioned officer is an allencompassing job. “It is my job to lead and train my Soldiers,” said Hill. “My favorite part of this job is being with Soldiers, and I want to make sure leadership skills are instilled in them to prepare them for the future.” Hill has been an NCO for 11 of his 18 years in the Army. Spc. April D. de Armas

Spc. Crystal Abbott

Serving his service

Keeping quality high

Pfc. David L. Nye

Leading from the front Command Sgt. Maj. Richard S. Clem, 108th Air Defense Artillery Brigade Command, runs at the head of the formation during a brigade run Feb. 6, 2008. Clem, who has been an NCO for 20 years, compares being an NCO to being a superhero. “You come into work every day with the ability to influence change in Soldiers and families.”

Spc. Krista L. Rayford

Spc. Krista L. Rayford

Mentoring the troops

Taking care of the ‘family’

Master Sgt. Eric R. McCray, operations sergeant major, 1st Battalion, 7th Air Defense Artillery, loves being part of an organization that takes care of America’s most precious resource. McCray, who has been an NCO for 16 years, believes “the most important aspect of my job is to teach, coach and mentor our leaders of tomorrow and provide them with the drive to meet any mission they are called to carry out.”

Sergeant 1st Class Jason Bauerkemper, a wheeledvehicle maintainer, Headquarters and Headquarters Battalion, 108th Air Defense Artillery, calls cadence during a brigade run, Feb. 6, 2008. Bauerkemper, who has been an NCO for six years, enjoys the interaction with his troops; teaching them about maintenance and how to be great Soldiers. “(NCOs) are the ones that ensure completion of the mission and the health and welfare of our troops and their families,” said Bauerkemper.

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Spc. Krista L. Rayford

Setting a good example Sergeant Samuel A. Green, supply sergeant, 36th Area Support Medical Command, practices an on-camera interview during a media-training exercise. Green, who has been an NCO for one year, loves ensuring Soldiers have what they need in order to accomplish their missions. “To me, being an NCO means setting the example while preparing young Soldiers to be NCOs themselves,” he said.

Courtesy of 1st Lt. Dennis Chamberlain

Experience matters

“There’s lessons learned in your younger years as a Soldier that are just invaluable when you get to my level,” said 1st Lt. Dennis Chamberlain, a former sergeant, with Headquarters and Headquarters Company, 1-158th Infantry Regiment, Arizona National Guard. “In the future, if I get a company or a battalion command, it’s going to be all those lessons I learned as a young private and sergeant that are going to pay dividends to me. I wouldn’t have known what to do if I was a brand-new second lieutenant thrown into a combat situation. “That’s where your NCO Corps pretty much trains your Officer Corps, is in those first couple years. That was something my NCOs didn’t have to do. We were able to jump in and start functioning because I was already at a level to operate. Without a doubt, I think it generates a more quality officer. Not necessarily a better officer, but for those first couple years, they have more of a knowledge base to make decisions on. The more knowledge you have, the better decisions you’ll make.” 34 www.army.mil/soldiers

Looking out for their welfare

Spc. Crystal Abbott

Sergeant John Mebine, a squad leader and rigger with 11th Quartermaster Company, ties a static line to a parachute. Mebine says that as a rigger, safety is his primary concern. “It is important to make sure the parachutes are packed right,” explained Mebine. “I keep in mind that every chute that is packed could be the one that I have to jump.” Mebine has been an NCO for two of his seven years of service.

Spc. Crystal Abbott

Spc. Crystal Abbott Spc. Crystal Abbott

Ensuring quality Achieving goals Sergeant Gregory Hublitz, a packing and processing inspector with 11th Quartermaster Company, finishes packing a parachute and signs the log book to verify the parachute was properly packed. Hublitz has been an NCO for a little more than a year and says seeing Soldiers achieve their goals is his greatest motivation. “Mentoring is my favorite part of the job,” he said. “Seeing my Soldiers grow, progress and achieve their goals is a great feeling. The Army is what you make of it, it really is. Anything is possible if you set your mind to it.”

Sergeant Oscar Rivera, a squad leader and inspector with 11th Quartermaster Company, looks up at a rigger during one of the packing inspection check points. Rivera, who has been in the Army for 12 years, six as an NCO, says inspecting every part of the chute is crucial for the safety of the Soldier. “Attention to details and quality control are important when preparing chutes,” he said. “During inspection I look at the static line and feel it to check for any fraying. I make sure the lines are straight and that the pack tray is put on correctly. I also watch the Soldiers as they are packing their chutes, checking for quality control.”

Passing on knowledge Sergeant Jason Tapaoan, a squad leader and rigger with 11th Quartermaster Company, signs the parachute log record book, after inspecting the parachute for deficiencies. Tapaoan, an NCO of two years, enjoys caring for his Soldiers and helping them reach their potential. “Taking care of Soldiers and passing on the knowledge you have gained from your own previous NCOs is great,” said Tapaoan. “It is most rewarding being able to watch your Soldiers get promotions or rewards, knowing that you had a part in (their) professional development.” 4PMEJFST
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From NCO to

CEO

Master Sgt. Mark “Ranger” Jones Story by Jacqueline M. Hames

Photos courtesy of Mark Jones

Gen. David Petraeus and Mark “Ranger” Jones meet in Washington during an awards ceremony.

N

OT many people afraid of heights would jump out of an airplane willingly. Most people don’t live out of their car for two years. But that’s exactly what Mark “Ranger” Jones was doing when he began his Army career. Jones is a retired master sergeant and chief executive officer of the Ranger Group, which started as a security firm and grew to include work in construction and information technology. Created just a few months after Jones left the Army, the Ranger Group is now a service-disabled, veteran-owned 8(a) company. As Jones puts it, he’s “living the dream.” One of the central philosophies of the Ranger Group is to give everyone the opportunity to do their best, Jones said. He hires as many veterans as possible to give them that chance, because they are flexible workers who “can deal with anything.”

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Mark "Ranger" Jones and Gen. David Petraeus visit Lt. Col. Greg Gadson at Walter Reed Army Medical Center in Washington during a luncheon for wounded Soldiers. Gadson, who is now back on active duty, was the New York Giants’ guest at Superbowl XLII in 2008.

The ability of current and former Soldiers to adapt to any situation comes from their character—something Jones learned as a noncommissioned officer. “You can’t judge an individual by how much money they make, but you can always judge someone by their character,” Jones said. “Those are core competencies of an NCO that I was taught, that I believe in today and I’ll carry with me until eternity.” Having veterans working for the company gives the Ranger Group an advantage that corporate America doesn’t have, Jones believes. Ultimately, Jones would like to educate veterans in business so they can eventually start their own companies. Married to his high school sweetheart, Lorrie, Jones joined the Army in his sophomore year of college because of his wife’s medical condition. After Lorrie suffered a aneurism, he wanted to be able to provide her with good medical benefits, so he went to a recruiting station. The only recruiter present at the time was from the Army, Jones said. “He goes, ‘when do you want to come in?’ I said ‘tomorrow.’” The recruiter suggested that he join the Army as a cook with the Airborne Rangers. “Well, I had no idea what an Airborne Ranger was. Nobody told me that I would have to jump out of a perfectly good aircraft,” Jones laughed. “I ended up going to Fort Lee and completing cook’s school and then (was) on my way to Fort Benning (where) I had to go to jump school, which I didn’t know. I show up at jump school, and I see the guys jumping out of towers, and it’s looking exciting, and all of a sudden I get off the bus and everybody’s calling me ‘airborne, airborne!’ I had no idea,” he said. The next day, Jones was one of the Soldiers in line to jump off of a tower. He managed to stick to the back of the line and never got off the tower, but his strategy didn’t work when the Rangers took to the air. Jones explained the planes were loaded back to front, and what he thought was the end of the line was actually the beginning.

Prior to a jump in Tampa, Fla., from a C-130 aircraft; (from left) Gens. Peter Schoomaker and William Shelton, Command Sgt. Maj. Mel Wick, and Mark “Ranger” Jones.

“I was completely and totally petrified of heights,” Jones said. Nevertheless, Jones forced himself out of the plane (with no lack of encouragement from his trainer) and took the plunge. “It was probably noon, but it was my first night jump because my eyes were closed tight the whole way down.” At the time he was recruited, and for some time after, Jones was living out of his Volkswagen. Money was tight, but he felt fortunate that the Ranger battalion leadership gave him the opportunity to take care of his

family while still being 100 percent involved in the military. “Living in a car was a completely unbelievable experience,” Jones said. “It was really tough to do that. But working in a Ranger battalion, those guys also gave me an opportunity to do extra things on the weekends. I started to do ice carvings on the weekends to make extra money to help pay for my wife’s medical condition.” While completing an ice sculpture in Savannah, Ga., one day, Jones was recruited by a group of actors to

Mark Jones poses with his wife, Lorrie, before a military ball.

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participate in a movie. The group, which included Morgan Freeman and Denzel Washington, tracked him down at Hunter Army Airfield and convinced his commander to let him join the cast of “Glory” as an Army liaison. “I took off to Hollywood and started training these guys,” Jones recalled. He said that as a Ranger, he was given a specific mission and he was going to carry it out to the letter. “I didn’t want to hear any sniveling. Morgan couldn’t walk and chew gum,” Jones joked. “Then I found out, bless his heart, he was in the Air Force, and he got kicked out of the Air Force, so I really gave him a hard time! But I worked with them, and I had a great time, and it spawned a couple of relationships. I still do things constantly with Denzel and Morgan and Matthew (Broderick), and they still help me find a way to give back to others in our military today.” The relationships Jones built while working on the set of “Glory” play a large part in his efforts with the Army today. Denzel Washington, now a good “Ranger” carves an ice sculpture in Alaska. “Ranger” was the NCOIC of the Army Ice Carving Team.

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Mark “Ranger” Jones and actor Denzel Washington pose in period costume on the set of “Glory.”

friend of Jones’, works with him and the Fisher House Foundation regularly, Jones said. Recently, Jones helped open the 43rd Fisher House in Los Angeles, at the Veterans Affairs hospital. The Fisher House Foundation is an organization that “donates ‘comfort homes,’ built on the grounds of major military and VA medical centers. These homes enable family members to be close to a loved one at the most stressful times—during the hospitalization for an unexpected illness, disease, or injury” according to the foundation’s Web site. “I am a proud trustee of the Fisher Foundation,” Jones said. “The reason why the Fisher Foundation is so dear to my heart and what I do is because I came in the military because my spouse had a medical condition.” Fisher House didn’t come into existence until 1990, after Jones entered service. When he found out about the Fisher House, Jones immediately knew he wanted to help, and he has been working with the foundation for four years. “Giving back is incredible, and I feel very honored—it’s a pleasure to be able to go back and give to our troops,” he said. Every year Jones takes 300,000 to 400,000 steaks provided by Outback Steakhouse to Iraq and feeds the troops there for two weeks. Jones is working to open popular chain restaurants like Outback Steakhouse on various installations to provide work for veterans, spouses and dependants.

Mark “Ranger” Jones poses with Ken Fisher (center) of the Fisher House Foundation and a group of Soldiers in Iraq in 2008. Jones and Fisher visited troops and hospitals in Iraq to learn first hand how to better help Soldiers in their time of need.

Because of the leadership abilities he developed in the Army, Jones is able to speak with billion-dollar companies and convince them to hire veterans. He has served as an aide to a respected general, and gone skydiving with former president George H.W. Bush—as his jumpmaster. The values Jones learned as an NCO are applied to the Ranger Group and in other aspects of his life today, helping him to achieve his goals, Jones said. “I should have paid the Army for what I was doing. I should have had to pay the Army for the type of leadership that I was surrounded by. Being an NCO was the best thing that could have ever happened to me,” he said. ´

A family of

sergeants major

Story by Elizabeth M. Collins

The three sergeants major Yingst. (Left): retired Command Sgts. Maj. William Yingst Jr. and William Yingst Sr. and now-Sgt. Maj. Paul Yingst. Photo courtesy of the Yingst family.

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NLY one percent of Reserve Soldiers and 0.8 percent of active-duty Soldiers who raise their hands on enlistment day will ever reach the rank of sergeant major or command sergeant major. Tell that to the Yingsts. The family from Wisconsin calls three Sergeants major it’s own: retired Command Sgt. Maj. William Yingst Sr. and his two sons, retired Command Sgt. Maj. William Yingst Jr. and Sgt. Maj. Paul Yingst, still on active duty and deployed to Iraq with the U.S. Army

Corps of Engineers – Gulf Region. Their story begins in 1967, when Bill Sr. joined his local Reserve unit, hoping to earn some extra money. He planned to stay in for only six years, but enjoyed it so much he kept reenlisting for more than 35 years. After about 20 years in the same bridge unit, the bridge engineer found himself stuck at the rank of sergeant first class, waiting for the first sergeant position in his company to open. When he was finally selected for master sergeant, it involved a change of unit

and a 40-mile drive to Fort Snelling, Wis. From a small town of 362 people, Bill Sr. originally thought Fort Snelling might be too big for him. “That’s a big outfit and there are probably a lot of bad people up there,” he thought. It took some convincing from his father, a retired Air Force pilot and World War II veteran, for him to accept the promotion. “After he pulled his foot from my backside, I took the promotion and it was the best thing I ever did. That was 4PMEJFST
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Retired Command Sgt. Maj. William Yingst Sr. with his two sons: the future retired Command Sgt. Maj. William Yingst Jr. (left) and the future Sgt. Maj. Paul Yingst. Photo courtesy of Bill Yingst Sr.

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still a master sergeant, the three men were all in dress blues at a dining out. Another sergeant major who knew Paul came up to Bill Jr., planning to rib him about his command sergeant major stripes. He was a little surprised to find out there was “more than one of us,” as Bill Jr. said. Paul also confessed to being the recipient of some jokes about being the third Yingst to come along. That’s one of the reasons he was thrilled to make sergeant major a few months ago—not only to carry on the family tradition, but because it was his own career goal as well, and he wanted to be known for his own accomplishments, not just as the third Yingst. “It was pretty exciting, not from the standpoint that I had to do it, or anything like that, but it was a goal of mine to excel and achieve that particular rank,” Paul said. “When I found out, you could probably have knocked me over with a feather that day. I was pretty taken aback, not that that wasn’t what I was striving for, but U.S. Army Corps of Engineers

the start of opening my eyes to really the big picture of the Army Reserve and the rest of my career,” Bill Sr. recalled. At that point, his sons had already joined him in not only the Army Reserve, but also the local bridge unit, which ultimately had one Yingst or another for 33 consecutive years. He had never pressured Bill Jr. or Paul, but the younger Yingsts grew up seeing their father involved with the Army and going off to drill, and wanted to follow in his footsteps. On drill weekends, their mother would even dress them up in miniature fatigues and when their father got home, they’d stand at attention and salute. Bill Jr. agreed that he never felt forced to follow in his father’s footsteps—it was just something he wanted to do. After years of watching his father leave for drill, he joined the earliest day he could: Sept. 4, 1985. “Growing up, from as far back as I can remember, I don’t think I ever considered not joining the Army,” said Bill Jr. “I guess that was just an innate

thing within me as a family tradition, however that worked. Nobody made us do that. It was just something we decided to do.” By the time Paul, who is three years younger than Bill Jr., was ready to enlist, his father and brother had good advice for him as he shipped out to boot camp and eventually joined their unit. Their most invaluable piece of advice: to keep his mouth shut during basic training. Bill Sr. was also especially good at advising them to get all their schooling and training done as early as possible and be proactive in their careers instead of reactive. “My dad and my brother were very good in that area (giving me advice and showing me the ropes) as I came up. There were other folks who guided me along the way. Obviously, with anybody, if you don’t take the initiative to get it done, you won’t just walk through the system,” Paul said. Although both sons started in their father’s unit, the three men were in separate platoons and not in the same direct chain of command—the best of both worlds. Paul and Bill Jr. could benefit from their father’s and each other’s advice and experiences, but they were also free to forge their own paths. At one point, Bill Sr. was the brigade command sergeant major, while Bill Jr. was a command sergeant major in one of his battalions. “I’d call my dad and say, ‘what do you think?’ I would ask plenty of questions,” said Bill Jr. “He was one of my mentors and somebody I looked up to. We’d talk all the time about it. To this day, even though we’re retired, we’re still talking military all the time, and about things that are happening, where Paul is and how he’s doing and things like that.” On one occasion, when Paul was

On a battlefield trip through some of Iraq’s southern provinces, Sgt. Maj. Paul Yingst of the U.S. Army Corps of Engineers - Gulf Region Division, visits operations staff at the Forat Area Office in Babil Province.

“Training is paramount and the sergeant is the one who has to make sure it’s done right and the mission is accomplished.” more so that I was selected before the zone, which is basically your first look at that particular rank, so it was pretty exciting. “I feel very good about (carrying on the family tradition). I guess I’ve always felt that I’ve got to have my own identity, and not just be ‘one of the Command Sergeant Major Yingsts’ son or brother,’ but do my own thing, prove my worth and create my own path.” At the same time, Paul knew that by pinning on that rank, he was accepting a huge responsibility, and he spent a lot of time thinking about it and other Soldiers who had been in that position. “Like the NCO creed says, NCOs are the backbone of the Army,” he said. “It’s a big responsibility, just from the standpoint that the officers rely on the NCOs to uphold the standards in the military. We need to make sure things run the way they’re supposed to, and make sure people are doing the things they’re supposed to. It’s a big responsibility to ensure those things happen.” His brother agreed. Bill Jr. explained that he turned down Officer Candidate School to remain an NCO. Not only did he enjoy it, but he thought that as an NCO, he would have more influence over his Soldiers than he would have as an officer. It was a role that would rest heavily on his shoulders during his deployment to Afghanistan. “All the training we do in the Army, we’re training for one thing and that’s to go to war. That’s basically our sole function: to be prepared, to be trained up well and do the job we’ve

Retired Command Sgt. Maj. William Yingst Jr. poses with Soviet-made machine guns during his deployment to Afghanistan. Photo courtesy of Bill Yingst Jr.

trained to do. I have every faith in the world that when U.S. Army Soldiers, Airmen, Marines and Sailors go to war, we are the best-trained people in the world. I always took that job very seriously, and it didn’t matter whether I was a specialist or a sergeant E-5 squad leader or a platoon sergeant or sergeant major. (As you move up), the heavier that responsibility weighs on you because you have more people under you,” Bill Jr. said. “My battalion when I went to Afghanistan was 545 strong,” he continued. “Ultimately, you want to bring everybody home alive. Realistically, that doesn’t always happen. I was extremely fortunate that we were extremely well trained and I don’t think we missed any details going to war. I don’t believe anybody knew our job better than us, but you have to be a little bit lucky as well because you can’t control everything. “So I take it very seriously. I always did. I always had a great sense of accomplishment coming away with me, whether it was a drill weekend or winter-survival training with the Canadian Army or a tour in Guatemala. The NCO corps, when you put the stripes on, like they say, ‘the buck stops with me,’ and there are no more excuses. You get the job done and if you make a mistake and nobody got hurt or killed, you don’t make the same mistake again. That’s just the way it is, watching each other’s back, but that training is paramount and the sergeant is the one who

has to make sure it’s done right and the mission is accomplished.” No one is prouder of the younger Yingsts’ accomplishments than Bill Sr. As a father he worries, lights candles at church during deployments and brags about them, but as a Soldier, he’s a bit envious. The United States was at peace during most of the elder Yingst’s enlistment and he never deployed. He wanted to, and came close during Desert Storm in the early ‘90s, but it never happened, and he still regrets it. “It’s about the last thing I would have expected,” he said of his sons’ ranks. “I did expect that the way they grew up, they would join the military. I’ve always heard that less than one percent of all Soldiers ever make command sergeant major. “That being the case, the odds are really stacked against us to make it. Not only do you have to have the proper schooling and the proper evaluations, you have to be in (the right) place and you have to find an opening. You have to be able to go for it. You have to have a lot of support. You have to be selected. That’s not easy. I think that’s why there are very few of them. Few people can attain that rank and so to have all of us there is unbelievable. “The officers plan and the NCOs execute,” Bill Sr. continued. “Anybody can plan, but if it doesn’t get executed right, you’re in trouble. I always wanted to be on the execution end, where the action was. They are the important people. They make it happen.” ❖ 4PMEJFST
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A ‘Yes’ that Story by and photos courtesy of Larry Chambers

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E were headed straight into the storm. I pressed my face hard against the plastic window, watching the wing tip lights as they disappeared in the blackness. I put up my tray table and glanced down at my watch. It had been less than two hours since we took off from Bien Hoa, South Vietnam. The captains told us to fasten our seat belts and said that it might get worse. Pilots never use the word thunderstorm, but between the cabin lights flickering and the bright flashes outside, everyone knew what we were in. Each time the sky lit up, my stomach jumped. I held on to my armrests so tight my fingers turned red. Then the plane bounced hard, and the turbulence intensified. I focused my attention outside and counted the seconds between bounces. Suddenly a bright flash of lightning lit up the wing. I tried to act like I wasn’t scared and joked around with the guy in the next seat.

Larry Chambers on a recent book tour in New York.

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Larry Chambers (at The two were on the left) in 1969 with Gary Linderer, on Company L, 75th same six-man, long-range reconna e of his closest friends. Rangers, 101st Air iss 1969. borne Division in ance patrol team with Vietnam from 19 68 to

changed my life “I don’t think this is a good sign.” Forty years ago, I was one of several thousand GIs whose lives had been interrupted during the middle of college and were now returning home from Vietnam, trying to bridge the two-year gap back to normal life and hopefully get back to school. There was an unwritten rule that GIs just out of combat all understood: if you can make it for three months in the real world, you won’t re-up and go back. At first you’re happy to leave, but then you feel guilty about the guys still there—which may be why most re-enlistments occurred within the first 90 days of discharge. In month three, after having been told I was too late to enter the fall semester at Chico State in California, I was about to cave in when a friend—a student at the University of Utah— invited me to come visit. As I traversed the campus, I passed the Administration Building. I circled the quad twice before climbing the stairs to the Office of Admissions. Inside, I painstakingly filled out the application form and handed it to an assistant. As she read it over, she shook her head doubtfully. I told her I had an associate’s degree, in case that wasn’t clear on the application. “Maybe you should see Dean Gibbons.” She ushered me into his office and handed him my paperwork. He was scowling and mumbling while he studied my application and then my transcripts. It looked to me like he was mentally adding up my credits—and they weren’t adding up to admission. Without looking up, he mentioned, “You know, of course, that classes have already begun. Why are you just now applying?” I promised myself to call my recruiter as soon as I could get out of his office. “Honestly, I never planned to come here. I just got back from ‘Nam and

my hometown college said there was no room for me ’til next year.” I offered him a copy of my Army DD-214, my official record of military service and discharge. He studied it line by line as he asked me what combat was like. His face didn’t reveal his thoughts, but his eyes softened as he listened to my account of the beauty of the place and the Vietnamese farmers. Suddenly, I was no longer being scrutinized by a dean, but talking to a real person who was genuinely interested in me. “I suppose most of the country was destroyed by the bombing?” he asked. I explained that most of the fighting was taking place in the jungle and hills outside the cities and hamlets. My area of operation had been near Hue, Vietnam’s ancient capital. While the city was a mess after TET (Vietnamese New Year), the old imperial palace wasn’t touched. In fact, one night just a couple of months ago, I had flown low over it, sitting in the open doorway of the Huey helicopter, my feet hanging out over the city, not wanting the ride to end. I told him that it was the most exciting time of my life and how being in an infantry unit had changed the way I perceived everything. It taught me to think in new ways and to appreciate every moment. Gibbons smiled and asked me to wait in the reception area while he made a couple of phone calls. I could still hear every word he spoke. “I know we’ve already started and I know you have a full class, but he just got back from a war.” Suddenly, his voice bellowed like a water buffalo about to charge, “Then, put another chair in the room!” A few minutes later, Norm Gibbons walked out of his office, handed me my class schedule and shook my hand. “Welcome to the University of Utah. You’ll need to work extra hard to

catch up and you’ll have a full load, but basically, you’re set.” That day changed the direction of my life. Two years later, I rented a cap and gown and received my Bachelor of Science diploma. A year and a half after that, I got my Masters of Science and began my career. In less than 20 minutes, Dean Gibbons gave me a break that freed me to get on with my life. And for that, I can never thank him enough. ´Ê Ê

Larry Chambers makes his living as a writer. He has published more than 1,000 articles and 49 books, most recently “Surviving the Storm” (McGraw Hill, 2007). His first book, “The First Time Investor— Starting Out Safe & Smart” (1991), became a featured selection in both the “Money” and “Fortune Book” of the Month clubs; “Protect Your 401(k)” was later named by “Barron Magazine” as one of the best investment Books of 2002. His two books about Vietnam, “Recondo—LRRPs in The 101st Airborne” (1992, revised and reissued in 2004), and “Death in the A Shau Valley,”1998) have sold more than 250,000 copies. He wrote the script “Recondo: Deadliest School on Earth,” based on his book for a History Channel special in 2001. Chambers served in Vietnam from 1968-69 as an Army Ranger sergeant with Company L, 75th Rangers, 101st Airborne Division, for which he was awarded a Purple Heart, two Bronze Stars (one for valor), two Air Medals with “V” device (combat with an enemy force), the Combat Infantryman’s Badge, the Parachutist Badge, the Army Commendation Medal, and the Vietnam Cross of Gallantry.

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Soldiers Magazine

PHOTO Contestants and the winner is...

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he winner of the Soldiers magazine “Of Soldiers, by Soldiers” photo contest was Staff Sgt. Cody J. Earl of Joint Forces Headquarters-Idaho, Idaho Army National Guard. His photo of an honor guard Soldier (with background illustration of the Soldier’s Creed) was featured on the magazine’s May cover. Earl is the noncommissioned officer in charge of visual information at JFH-Idaho, and an accomplished photographer. The Soldiers staff selected several photo contest submissions to highlight the many faces of its NCO Corps. Congratulations to Staff Sgt. Cody J. Earl, and the Soldiers and family members responsible for this month’s featured photos.

Soldiers

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Nightmare in the Shok Valley

U.S. Army Photo

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Soldiers stage a daring raid

The fighting cameraman Combat cameraman earns Silver Star

Remembering our own Recognizing the sacrifices of Soldiers

Staff Sgt. Cody Earl

Walter Reed turns 100 years old Wounded warriors receive premier care

“winner” May 2009 cover of Soldiers magazine

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Honoring the fallen

Photo by Command Sgt. Maj. Pennington D. Walker

honorable mentions

“My intent was to take a photo that would display my deepest humility, gratitude, and honor to serve in the U.S Army and attend the USASMA (United States Army Sergeants Major Academy),” said Command Sgt. Maj. Pennington D. Walker, command sergeant major for the 13th Bn., 3rd Brigade, 94th Division, out of Huntsville, Ala. “There is no higher grade of rank, except sergeant major of the Army, for enlisted Soldiers, and there is no greater honor. Pennington attended the USASMA from June 18, 2008 through July 3, 2008, as a master sergeant, and was notified Nov. 4, 2008, that he had been selected for command sergeant major. “I was in deep thought with, as the picture reflects, the weight of responsibility that rests on our shoulders as leaders. When given this authority as NCO, we must remain forever vigilant as the standard bearers that reflect respect and honor to those who came before us. It was and is now my ultimate responsibility that the proper support is given to all Soldiers and their families under my watch, especially those serving our country overseas.”

Photo by Staff Sgt. Michael Grier

“Taking time to reflect" on another day in Afghanistan—the ongoing military contingency in Afghanistan is a defining moment for the U.S. Military and the NCO Corps. “I was toying around with my camera and wanted a self portrait to send home to my family and friends (and for posterity). It reminds me of photo that I have seen posted in the old annual of the U.S. Army.”

lights, camera, action! Photos courtesty of Boriana Helmick “This picture was taken at a 2007 Christmas party organized by Fort Lewis for the Soldiers from the 448th Civil Affairs Battalion and their families,” Boriana Helmick said. “It was a wonderful experience for all of us, and very enjoyable for the children, including our daughter, Sofia. Unfortunately, all the families in attendance had to spend last Christmas separated from their Soldiers, because last year the battalion was deployed to Iraq for a year.” Their loved ones are still there. Boriana’s husband, then Staff Sgt. Jonathan Helmick, is now a sergeant first class. They are expecting another baby in June and hope to have Helmick home soon. (Second image is of now-Sgt. 1st Class Jonathan Helmick and his daughter, Sofia.)

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Photo courtesy of Mary Hilton

“This photo is of my husband, Matthew Hilton, in Afghanistan 2008. His team was working with the Afghan police to build rapport with the Afghan people,” said Mary Hilton. “He was killed by the Taliban shortly after this photo was taken. His three-vehicle convoy was traveling and hit a couple IEDs. As he got out to rescue some of his Soldiers, he was struck under his vest by a bullet. Matthew was 37 years old. He was in the Michigan National Guard, and worked as a police officer in his civilian job. He also deployed to Iraq in 2004. He had more than 1,000 people at his funeral.”

...great photos Photo courtesy of Master Sgt. Miriam Soto-Quinones

Master Sgt. Miriam Soto-Quinones, noncommissioned officer in charge of the supply support activity, Company C, 2/113th Infantry Battalion, New Jersey National Guard, poses for a photo as she returns to Forward Operating Base, Bucca, Iraq, on Thanksgiving Day. After some quality time with her family and 23 years in the National Guard, Soto-Quinones was serving her first tour in Iraq and spending her first holidays away from her family. (Photo by Master Sgt. Joseph Brown)

Photo courtesy of Tere Kangas

Staff Sgt. J.C. Kangas and partner Bodo are at Fort Campbell working as an explosive-detection team. His career highlights include providing personal protection for former President George W. Bush and his family, work at the Democratic and Republican National Conventions, the United Nations Convention and numerous other missions. He has had three partners. He lost one while stationed at Fort Bliss.

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Photo by Sgt. 1st Class Mark Scheidegger

Sgt. 1st Class Mark Scheidegger, detachment NCO for Detachment 21, Operational Support Airlift Command, Ohio Army National Guard, takes a self-portrait while Chief Warrant Officer-4 Daniel Carlton (left) and Chief Warrant Officer-4 Michael Redmon fly the C-26B Metroliner Fixed Wing Aircraft.

Photo courtesy of Staff Sgt. Gary Tetreault

Staff Sgt. Gary Tetreault is seen here at the National Training Center at Fort Irwin, Calif.

hooah!

Thank you for your submissions! Soldiers Magazine 4PMEJFST
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www.army.mil/facesofstrength Mr. Melvin Nesterby When the Japanese invaded Bataan in 1941, 21-year-old Private First Class Melvin Nesteby had been in the Army for less than six months. After surviving 155 days of fighting and the Bataan Death March, Nesteby was captured and taken as a POW. He endured four POW camps until his release in

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1945. Despite these experiences, Nesteby later fought in the Korean War and served on active duty as a Chief Warrant Officer until retiring in 1961. The epitome of an American patriot, even into his 80s he firmly believes, “I’ll stand to the last man in the cause for free people. I’ll stand to the last man.”

The Nation’s strength starts here.

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