Warriors in Peace Operations - Strategic Studies Institute - U.S. Army

(at all times) and constant reporting on the
surrounding situation on the ground.
• Develop a liberal awards policy and make use of
impact awards. I probably awarded more Army
Achievement Medals than any other lieutenant
colonel in sector because it caught the attention of the
soldiers. It also served as a reminder that the senior
leadership cared. I even impact-awarded medical and
Combat Service Support soldiers from other units for
taking care of my men. We also purchased numerous
“battalion coins” and dropped one on a good soldier at
every opportunity.
• Communications are everything. We placed a Defense
Switched Network (DSN) line in my quarters at
Baumholder, and I spoke daily to my wife and rear
detachment commander. Often I would call from my
mobile telephone in my wheeled vehicle. I also used
this capability to provide soldiers instant communications
with the rear and their families when a
personal crisis warranted.
• Work with your young leaders. Any operational
deployment is usually a career-defining moment for
your young officers and sergeants. Make it a good one
for them. You have their attention 24 hours daily, so
spend time with them and the troops. Mentor, coach,
teach. Develop the young leaders and treat them the
way you would want to be treated. Morale plays a key
role, and, without the enthusiastic support of your
junior leaders, life on the prairie is tough.
• Define your roles and missions early in the
deployment. I found that as the threat diminished,
people assumed the Field Artillery was no longer
needed and simply taking up space. Fight the urge to
accommodate such an attitude by working closely
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