SANDBAGGING LEADERSHIP DEVELOPMENT

I had the great honor a few days ago to attend the change of responsibility ceremony for a good friend who had been serving as the Command Sergeant Major for the 32nd Air and Missile Defense Command (AAMDC) and he had shared with me how much he had appreciated the value of this little story that occurred over 17 years ago in the deserts of the Yuma Proving grounds in Arizona. I call it, "Sandbagging leadership development."........

I can imagine as you scan across the words of this paper you wait to hear the sordid and horrible tale of a unit that “sandbagged” leadership development in lieu of driving on with the mission, however this story is quite to the contrary. Sandbagging is defined by Webster as: “to thwart or cause to fail or be rejected, esp. surreptitiously or without warning” It may be with threats, or it just may be an environment that is not conducive to taking initiative and empowering leaders. This term has many negative connotations, but I can assure you as you continue to read, the title is more a literal interpretation that a figurative one.

           This small tale, while on the surface may seem trivial and insignificant, is really a small snippet of a case study in good leadership and teamwork. I was First Sergeant for “The” Echo Battery, 3^rd Battalion, 2^nd Air Defense Artillery Regiment, of the 31st Air Defense Artillery Brigade. (The term “The” is used much like the athletes of Ohio State University say “THE” Ohio State University, meaning they are the best, there were many Echo Batteries from other battalions, but we dubbed ourselves “THE”) We were stationed at Fort Bliss, Texas. It was March of 2005. The unit, Soldiers, and leadership within Echo Battery were nothing short of exceptional. The current leadership team to include the commander, the 1SG, platoon sergeants and platoon leaders, and been together for at least a year. We had built a very close and tight-knit team and family. Because of our exceptional continuity our battery was tasked to perform a mission that though was within the ADA arena, was a task somewhat “out of the box” in terms of what a PATRIOT Battery had ever performed before.

           With the global war on terrorism continuing and insurgents mounting ever increasing artillery and mortar attacks on the Forward Operating Bases (FOB’s) in Iraq, the Army felt it necessary to bring in a system to mitigate the attacks. A battery from 5th Battalion, 5^th Air defense Artillery Regiment was tasked to train and eventually deploy into Iraq with a system that would thwart these types of attacks. Our battery’s mission was to establish and maintain a logistical base of operations at the Yuma proving grounds in Yuma, Arizona and assist the unit with preparing for deployment as well as prepare, train and certify both the deploying unit and our unit for a convoy live fire exercise. The entire Echo Battery performed nothing short of outstanding. Every Soldier’s contributions in terms of developing techniques, tactics, and procedures (TTP’s), as well as performing every day tasks were an incredible team effort.

           At the end out our mission we were preparing to redeploy back to Fort Bliss. One of the many tasks that we had to perform before clearing the FOB was to move the sandbags to the sandpit across from the FOB and dump the sand back into the pile. We had used the sandbags to fortify the vehicles for the convoy live fire exercise. 

           I sent a platoon to upload the sandbags into a 5 –ton truck in preparation for this mission. As my commander and I watched them line-up to load, we proceeded to join them in moving the sandbags. There were about 800 sandbags and so a platoon was more than adequate to get the job done, but we felt compelled to assist. A few seconds later, and without asking or prompting, another platoon leader, platoon sergeant, and their respective platoon joined in moving the sandbags. A moment later the last of the platoons from our battery joined the efforts. As we happily moved the sandbags a little trash talking began and a line of 64 Soldiers proceeded to move like a machine and finished the job within a few minutes.

           At the same time, the unit we had been tasked to support had also sent a small team to do the same for the sandbags they had used. They sent a couple of lower enlisted Soldiers but no Noncommissioned Officer. They were confused about where the sandbags were supposed to go and they didn’t understand why the sandbags couldn’t just be dumped in place. It is important to note that prior to Charlie Battery, 5/5 ADA receiving this mission to go to Iraq with this new system, the unit was in the midst of standing down and deactivating. The unit was stood up on the fly, so to speak, and so its leadership and Soldiers didn’t really know one another nor had they had time to build the teamwork and camaraderie that our Echo Battery had. 

           While our sister unit had some issues with the simple, our unit and the caring and involved leadership, made the mundane fun and involved ourselves in every aspect of the unit functions, from the complex to the simple. Of course, we assisted the young Soldiers of the other unit and helped them move their sandbags as well. The young Soldiers were amazed and startled to see a 1SG as well as a commander moving sandbags. They asked us why and the answer was simple. “If it is important enough for our Soldiers to do, then it’s important enough for us as leaders to be there.”

           I know full well that a 1SG and commander aren’t necessary for such a simple task, however, our presence and participation reinforced the basic tenet of leadership by example that our unit leadership had lived by as a Battery and team. Such a small investment paid large dividends. These types of actions were indicative of the things our leadership had done both before and after this mission.

           I write these things not to pat myself on the back, but rather to point out that it is the small things that lead to larger and more involved leadership. Leadership author, expert, and lecturer John C. Maxwell states in his book “The 21 Irrefutable Laws of Leadership” that “leadership is built on daily but not in a day”. It is the genuine and concerted efforts of leaders in all things big and small that allow a unit to trust and respect its leaders.

           Echo Battery, in my humble and perhaps somewhat biased opinion, was a case study in exceptional leadership and teamwork. This is evident in the fact that so many of these phenomenal Soldiers have gone on to become officers from enlisted, warrant officers, platoon sergeants, 1SG’s, chief instructors at the Noncommissioned Officers Academy and so on. I know from the numerous emails that I have received from the Soldiers that once comprised Echo battery that it was more that the natural career progression that prompted these promotions and accessions, it was their deep and visceral desire to want to do more and be more inspired by their time in being part of Echo Battery 3/2 ADA, 31^st ADA Brigade.



           I know that I too have learned and grown from my experiences with that awesome team of Soldiers. Just as the guidon given as a gift to me from the Soldiers  from the battery is displayed proudly within my office, so to shall the pride, love and memories of Echo Battery forever remain proudly within my heart.