t
h
o
u
gh
t
le
a
d
ers
L
T.
GE
N.
R
O
BE
R
T
RUA
RK
26 DC VELOCITY OCTOBER 2014 www.dcvelocity.com
Q So it’s leadership?
A One of the things I was taught early on is that there is always a solution to a problem. It may not be the
solution that everybody wants, but you can always drive
forward. At the same time, you don’t rush to make a bad
decision.
There are a lot of avenues to work, but it is just basic
blocking and tackling: applying the principles of leadership
that you have learned as a commander and as a staff officer.
One lesson I’ll never forget is when I was a monitor in the
Marine Corps for about 1,800 officers and had a particular
challenge with this one assignment. It was when I was a
captain, and I brought in one of my recommendations to
my lieutenant colonel and
told him the Marine didn’t
want to go where I needed
him to go.
He said, “Go back and
work it. There is always a
solution. It may not be as fast
as you want, but working it
more will get you there.”
I’ve never forgotten that.
There is a solution, and you
are going to have to arrive at
it over time. Sometimes, it
just takes a while. It’s a lot of
work and a lot more listen-
ing. Never be in a hurry to
make a bad decision.
QCan you provide an example of the types
of issues you address at the
Joint Staff?
A One example would be looking at how we can
become more globally agile,
more integrated across the force, and better able to conduct and sustain distributed global operations. The future
is unpredictable. We don’t know where the next conflict is
going to be, but if we can position ourselves for multiple
scenarios, I think we are going to be ready. As we come out
of Afghanistan and as we rebalance to the Pacific, as we look
to a revitalized NATO alliance, as we address the worldwide
terrorist threats, as we think through Africa, I think we are
going to depend more than ever on some of our asymmetric
[unique] capabilities.
Q By asymmetric capabilities, you mean taking advantage of strengths we have that the other side doesn’t have?
Can you give us an example?
A We’ve had a lot of success in Afghanistan—gaining access to a landlocked country—and we developed a lot
of flexibility to get there in a number of ways [mixing and
matching modes, developing multiple routes, and blending
commercial capability with military capabilities]. I think
this is a great example of how we can leverage asymmetric
capabilities in an environment where we may not necessarily be expected to do so well. If you look at NATO, only four
of 28 nations in NATO can actually lift and move themselves. Our logistics, notably our strategic lift, is certainly an
asymmetric capability.
Q Can you talk a little bit about current events in Iraq, at least from a logistics perspective?
A We’re building coalitions. There are multiple nations providing logistical support and materials. Our primary interests in Iraq are to
protect U.S. citizens, protect
U.S. facilities, and prevent
a humanitarian crisis from
occurring. Ultimately, our
role is to provide space for
the new government of Iraq
to take charge. Fortunately,
we have some very good
folks on the ground there in
the Office of Security and
Cooperation, led by Lt. Gen.
Bednarek. We have access,
visibility, and partnerships
thanks to him and his team.
Access, visibility, and partnerships mean that when we
are asked to support something, we can do it.
QHow important is the commercial sector to
defense logistics?
A Our commercial provid- ers, whether it is airlift or
sealift, have been instrumental in our success.
The Maritime Security Program has 60 ships that are
commercial ships, commercially managed but U.S.-flagged
and manned with American merchant mariners. They have
transported the majority of our equipment and supplies to
and from Afghanistan and Iraq over the years. They have
been absolutely essential.
We grew that force [the Maritime Security Program fleet]
from, I think, 47 ships in 2001 to 60 ships today, and we
are concerned about keeping them viable. We pay them
a stipend, but then they also need business to be afloat.
They may not be the source of the initial combat power
in the initial phases of an operation—the sustainment is
where they come in. One of the things we have to do is
keep that sealift, that commercial sealift, viable in the
future.
MASTER SGT. PENNIE J. BRAWLEY, 746TH EXPEDITIONARY AIRLIFT
SQUADRON, C-130 HERCULES LOADMASTER, COUNTS HALAL MEALS
INSIDE A C-130 HERCULES AT A BASE IN THE U.S. CENTRAL COMMAND
AREA OF RESPONSIBILITY PRIOR TO A HUMANITARIAN AIRDROP OVER
IRAQ, AUG. 13, 2014. THE HUMANITARIAN AID INCLUDES BOTTLED
WATER AND FOOD THAT WAS DELIVERED TO DISPLACED CITIZENS IN
THE VICINITY OF SINJAR, IRAQ. (U.S. AIR FORCE PHOTO BY STAFF SGT.
VERNON YOUNG JR.)
