Podcasts about brigade commander

We bring together a powerhouse panel of emerging leaders and Medical Service Corps officers and fellow 70Bs, CPT Lacey Houston, CPT Ian Parker, & 1LT Tory Alexander for a candid conversation on leadership from the company grade perspective.In today's Army, leadership is more dynamic than ever, and our guests are on the front lines of shaping the next generation. Together, we dig into what it really means to lead junior Soldiers, how to build trust and connection across multiple generations, and the challenges and opportunities that come with command and staff leadership roles at the company grade level.This episode is full of real talk, personal insights, and actionable advice straight from those currently living it. Whether you're a new officer, a future Battalion or Brigade Commander, or a senior leader looking to better understand and empower your junior officers, you won't want to miss this conversation.Disclaimer: The views expressed in this podcast are the guests and host's alone and do not reflect the official position of the Medical Service Corps, the Department of Defense, or the US Government. All information discussed is unclassified approved for public release and found on open cleared sources.For more episodes listen on Apple Podcasts, Spotify, or YouTube @ Be All You Can Be MSC For more information, suggestions, or questions please contact: beallyoucanbemsc@gmail.com

This is the Catchup on 3 Things by The Indian Express and I'm Flora Swain.Today is the 28th of April and here are today's headlines.Pakistani troops violated the ceasefire for the fourth time on Sunday night, resorting to "unprovoked" firing across the Line of Control (LoC) in Jammu and Kashmir's Kupwara and Poonch districts. According to Defence PRO Lieutenant Colonel Suneel Bartwal, the firing occurred between April 27-28, 2025, initiated by Pakistan Army posts. Indian troops responded promptly and effectively. Thankfully, there were no casualties, and further details are being verified. The firing follows a recent Brigade Commander meeting on April 10, highlighting ongoing tensions along the LoC.The Indian government has banned 16 Pakistani YouTube channels, including major outlets like Dawn News and Geo News, for spreading provocative and misleading content following the Pahalgam terror attack. The Ministry of Home Affairs (MHA) recommended the ban after the attack, which claimed 26 lives. These channels, with a collective 63.08 million followers, were found disseminating false narratives against India. Additionally, India strongly protested the BBC India referring to terrorists as "militants," signaling heightened scrutiny of media reporting amid rising tensions.In the aftermath of the Pahalgam terror attack, the Jammu and Kashmir assembly convened a special session, adopting a resolution condemning attempts to disrupt communal harmony. Moved by Deputy Chief Minister Surinder Choudhary, the three-page resolution emphasized defeating those aiming to destabilize the region. It called the attack a direct assault on Kashmiriyat, India's constitutional values, and national unity. The resolution also cautioned the media and society against being manipulated by those inflaming public emotions through inflammatory rhetoric.Jammu & Kashmir CM Condemns Pahalgam Terror AttackJammu & Kashmir Chief Minister Omar Abdullah condemned the Pahalgam terror attack, which killed 26 people on April 22. In a heartfelt speech during the special session of the assembly, Abdullah expressed deep regret, calling the attack the largest in Baisaran in 21 years. He acknowledged his failure to protect the tourists and apologized to the victims' families. “As the host, it was my responsibility to ensure their safety, and I couldn't,” he said, expressing sorrow for the tragic loss of lives in his region.The United States has expressed concern over escalating tensions between India and Pakistan following the deadly Pahalgam terror attack on April 22. In a statement, a US State Department spokesperson urged both nations to work toward a “responsible solution” to the evolving situation. The attack, claimed by The Resistance Front (TRF), linked to Pakistan's Lashkar-e-Taiba, killed 26 people and wounded several others. While condemning the attack, the US affirmed solidarity with India but refrained from directly criticizing Pakistan, maintaining diplomatic engagement with both governments.That's all for today. This was the CatchUp on 3 Things by The Indian Express.

Send us a textBrig. Gen. Tanya S. McGonegal ( https://www.jtfcs.northcom.mil/About/Leadership/Bio-Article-View/Article/1199880/brigadier-general-tanya-s-mcgonegal/ ) currently serves as the Commander of Joint Task Force Civil Support, the Nation's only standing, no-notice Joint Task Force that conducts Chemical, Biological, Radiological and Nuclear Response and All-Hazards Defense Support of Civil Authorities operations.Brig. Gen. McGonegal most recently served as the Division Chief for Strategy and Policy in the Joint Manpower and Personnel directorate for the National Guard Bureau. The Strategy and Policy division provides personnel accountability of National Guard Service members during Domestic Operations. The division develops and coordinates Congressional, OSD, CNGB, JS-J1 and NGB-J1 products on National Guard manpower and personnel readiness concerns.Brig. Gen. McGonegal enlisted in the Virginia Army National Guard in September 1997. Upon completion of Basic Training, she attended the Virginia State Officer Candidate school in Ft Pickett, VA. She was one of 15 to graduate out of 54 candidates and was the only female to graduate with her class in June 1999. She was branched Military Police and assigned to the 229th Military Police Company, which she later commanded from September 2004 to August 2006. While serving with the 229th Military Police Company, she deployed in support of Operation Noble Eagle in 2001, Operation Iraqi Freedom in 2003, and put on State Activation in support of Hurricane Katrina in 2005. During this time, she spent four years working as a county police officer but was deployed two years of that time. Her time as a police officer enhanced her career in the military but due to the deployments, she transitioned to serve in military full time. In April 2005, she was hired by the Army National Guard Bureau's Comptroller directorate as a Budget Officer.In 2012, Brig. Gen. McGonegal transitioned from the Virginia Army National Guard to the West Virginia Army National Guard to command the 151st Military Police Battalion. After battalion command, she served in a joint assignment with the Office of the Secretary of Defense, Policy, Homeland Defense and Global Security from 2014 to 2018. From August 2019 to July 2021, she served as Brigade Commander to the 77th Brigade Troop Command in the West Virginia Army National Guard. In recognition of her strengths in relationship building, communication, multi-tasking, and organizational leadership, Brig. Gen. McGonegal was selected by senior leaders six times to serve as their Executive Officer.Brig. Gen. McGonegal earned a Bachelor of Arts degree in Dance from Rutgers, the State University of New Jersey, a Master's of Science Degree in Business Administration from Central Michigan University, and a Masters from the The United States Army War College in Military Strategic Studies, American Government and Politics (United States). She is also a graduate of the Military Police Officer Basic Course, Military Police Advanced Officer Course, Combined Arms Exercise Course, Intermediate Level Education/Advanced Operations Officer Course resident Command General Staff College, and Joint and Combined Warfighting School – JPME II.#TanyaMcGonegal #JointTaskForceCivilSupport #NationalGuardBureau #CBRN #NorthernCommand #Northcom #DepartmentOfDefense #JointBaseLangleyEustis #VibrantResponse #Chemical #Biological #Radiological #Nuclear #Response #AllHazards #Hurricane #Wildfire #ProgressPotentialAndPossibilities #IraPastor #Podcast #Podcaster #ViralPodcast #STEM #Innovation #Technology #Science #ResearchSupport the show

“Thinking Inside the Box – The Gauntlet”, part of the NTC Warrior Chronicles, brings you interviews with the United States Army's experts in combined arms maneuver, the Observer Coach Trainers (OC/Ts) of Operations Group, at the National Training Center (NTC), Fort Irwin, California. In this episode, host Col. Ethan J. Diven, the 31st Commander of Operations Group sits down with 2nd Armored Brigade Combat Team, 1st Cavalry Division to discuss training after the successful conclusion of The National Training Center Rotation 25-02. Col. Jose A. Reyes, Brigade Commander and Cpt. Brendan R. Fowler, 1st Battalion, 5th Cavalry Regiment Charlie Company Commander share insights on what was harder than they expected, what they are most proud of, the transition support matrix, how they will use this experience to integrate in home station training and give advice to future Commanders that will rotate through the National Training Center. Recommended Resources: Operations Group milsuite page https://www.milsuite

Last time we spoke about the Long March. Amidst escalating conflicts, the Red Army, led by the newly empowered Mao Zedong, faced immense pressures from the Nationalist Army. Struggling through defeats and dwindling forces, they devised a bold retreat known as the Long March. Starting in October 1934, they evaded encirclement and crossed treacherous terrain, enduring heavy losses. Despite dire circumstances, their resilience allowed them to regroup, learn from past missteps, and ultimately strengthen their strategy, securing Mao's leadership and setting the stage for future successes against the KMT. During the Long March (1934-1936), the Red Army skillfully maneuvered through treacherous terrain, evading the pursuing National Revolutionary Army. Despite harsh conditions and dwindling numbers, advances and strategic ploys allowed them to cross critical rivers and unite with reinforcements. Under Mao Zedong's leadership, they faced internal struggles but ultimately preserved their unity. By journey's end, they had transformed into a formidable force, setting the stage for future victories against their adversaries and solidifying their influence in China.   #131 The Complicated Story about Xinjiang Welcome to the Fall and Rise of China Podcast, I am your dutiful host Craig Watson. But, before we start I want to also remind you this podcast is only made possible through the efforts of Kings and Generals over at Youtube. Perhaps you want to learn more about the history of Asia? Kings and Generals have an assortment of episodes on history of asia and much more  so go give them a look over on Youtube. So please subscribe to Kings and Generals over at Youtube and to continue helping us produce this content please check out www.patreon.com/kingsandgenerals. If you are still hungry for some more history related content, over on my channel, the Pacific War Channel where I cover the history of China and Japan from the 19th century until the end of the Pacific War. I've said probably too many times, but theres one last major series of events I'd like to cover before we jump into the beginning of the 15 year war between China and Japan. When I say Xinjiang I imagine there are two responses from you in the audience, 1) what the hell is Xinjiang or number 2) oh what about that place in northwest China. That pretty much sums it up, the history of this province, or region if you want to call it that is almost never spoken about. It was a place as we have seen multiple times in the series, where conflicts come and go like the weather. But in the 1930's things really heated up. What I want to talk about is collectively part of the Xinjiang Wars, but more specifically I want to talk about the Kumul Rebellion. There's really no way to jump right into this one so I am going to have to explain a bit about the history of Xinjiang.  Xinjiang in a political sense is part of China and has been the cornerstone of China's strength and prestige going back to the Han dynasty over 2000 years ago. In a cultural sense however, Xinjiang is more inline with the Muslim dominated middle-east. It's closer to th Turkic and Iranian speaking peoples of Central Asia. From a geographical point of view Xinjiang is very much on the periphery. It is very isolated from western asia by the massed ranks of the Hindu Kush, the Pamirs, the Tien Shan, the Indian Subcontinent of Karakoram, Kunlun, the Himalaya ranges and of course by the Gobi desert. It neither belongs to the east or west. As a province of China its the largest and most sparsely populated. It can be divided into two main regions, the Tarim Basin and Zungharia and then into two lesser but economically significant regions, the Ili Valley and Turgan Depression. The Tien Shan mountain range extends roughly eastward from the Pamir Massif, creating a formidable barrier between Zungharia and the Tarim Basin. This natural obstacle complicates direct communication between the two regions, particularly during winter. The Ili Valley, separated from Zungharia by a northern extension of the Tien Shan, is physically isolated from the rest of the province and can only be easily accessed from the west. This western area came under Russian control in the mid-nineteenth century and now forms part of the Kazakh Soviet Socialist Republic. Now it has to be acknowledged, since the formation of the PRC in 1949, Xinjiang changed in size and ethnic composition. The CCP drove a massive Han migrant wave over. Regardless, Han's make up a minority and according to some population statistics taken during the 1940s, Xinjiang was dominated by 7 Muslim nationalities, roughly 3.5 million people out of a total population of 3.7 million. 200,000 of these were Han settlers, while 75,000-100,000 were Mongols, Russians, Tunguzic peoples (those being Sibo, Solon and Manchu), a few Tibetans, Afghans and Indians. Among the various indigenous Muslim nationalities of Xinjiang, the Uighurs stand out as the most numerous and politically important. This Turkic-speaking group primarily consists of sedentary agriculturalists who reside in the oases of the Tarim Basin, Turfan, Kumul, and the fertile lowlands of the Hi Valley. In the late 1940s, the Uyghur population in Xinjiang was estimated to be approximately 2,941,000. Following the Uyghurs, the second-largest Muslim nationality in the region is the Kazakhs, with an estimated population of around 319,000 during the late Republican Period. Kirghiz come in third, with an estimated population of about 65,000 at the same time. Both the Kazakhs and Kirghiz in Xinjiang are nomadic Turkic-speaking peoples, with the Kazakhs primarily found in the highland areas of Zungharia and the Hi Valley, while the Kirghiz inhabit the upland pastures of the Tien Shan and Pamirs. There also exist a small group of Iranian-speaking 'Mountain' Tajiks living in the upland Sarikol region in the far southwest, with an estimated population of 9,000 in the mid-1940s; a primarily urban group of Uzbeks residing in larger oasis towns and cities of the Tarim Basin, numbering approximately 8,000 in the mid-1940s; and a smaller group of Tatars settled mainly in Urumqi and the townships near the Xinjiang-Soviet border, estimated at 5,000 during the same period. Lastly, it is important to mention the Hui, a group of Chinese-speaking Muslims dispersed throughout China, particularly in Zungharia and Kumul within Xinjiang, as well as in the neighboring northwestern provinces of Gansu, Qinghai, and Ningxia. Known as 'Tungan' in Xinjiang, the Hui population was estimated at around 92,000 in the mid-1940s and held significant political and military influence during the Republican Period. Excluding the Ismaili Tajik's of Sarikol, the Muslim population of Xinjiang, whether Turkic or Chinese speaking, are Sunni following the orthodox of Hanafi Madhhab.  As for the non Muslim population, excluding the Mongols who numbered roughly 63,000 and inhabit a narrow strip of land along the northeastern frontier between Xinjiang and the Mongolian People's Republic, Tien Shan, Ili Vally and Chuguchak, most were newcomers, migrants from the mid 18th century while the region was being conquered. Again according to the same statistics from the 1940s I mentioned, Hans represented 3-4 % of the population. Although the Han population disproportionately held power with the main administrative areas, they had no sizable territorial enclaves. The Han population can basically be divided into 5 groups; descendants of exiled criminals and political offenders; Hunanese settlers who came over after Zuo Zungtang's conquests; Tientsin merchants who were supplying Zuo's army; Shanxi caravaneers who came to trade and Gansu colonists. Lastly there were the Tunguzic Peoples and Russians. The Tunguzic speaking Sibo, Solon and Manchu settled mostly in the Ili region. The Russians also tended to live in the Ili region. These were mostly White Russian refugees from the civil war.  Xinjiang's first Republican governor was Yang Zengxin, a Yunnanese native. He had previously worked as the district magistrate in Gansu and Ningxia earning a reputation as a good manager of the local Tungan Muslim population. In 1908 he was transferred to Xinjiang and quickly found himself promoted to by the last Qing governor of Xinjiang. He held out his post after the Xinhai revolution and quelled a Urumqi rebellion soon after. Yang Zengxin's survived politically by always siding with whichever faction he thought was winning. For example in 1917, President Li Yuanghong dispatched Fan Yaonan to watch over Yang and try to replace him if possible. Yang recognized quickly whichever Warlord faction held power over the Beiyang government should be courted. Thus Yang held out for a long time and his province was comparably peaceful compared to most of warlord era China. To maintain his power, Yang enacted a divide and rule style, trying to placate the conflicts between certain groups within Xinjiang, but made sure to exclude Russian influence. Basically Yang tried his best to keep groups who could come into conflict away from each other, keeping the Uyghurs of southern Xinjiang away from the pastoral nomads of Zungharia and Tien Shan. Above all Yang considered the Bolshevik Russians to be the greatest threat to his regime, in his words “The Russians ... aimed at ... isolating the country from all outside influence, and at maintaining it in a state of medieval stagnation, thus removing any possibility of conscious and organised national resistance. As their religious and educational policy, the Russian administrators sought to preserve the archaic form of Islam and Islamic culture. . . Quranic schools of the most conservative type were favoured and protected against any modernist influence”. During his 16 year of power, Yang established himself as a competent autocrat, a mandarin of the old school and quite the capable administrator. Yet his economic policies were long term exploitative causing hardship and exhausting the province. Yang realized he was reached the threshold of what the population was willing to endure and endeavored to allow corruption to emerge within his administration provided it remained within acceptable limits. IE: did not spring forward a Muslim revolution. He opened junior positions in the administration to Muslims which had a duel effect. It made the Muslim community feel like they were part of greater things, but placed said officials in the path of the populations anger, insulating senior Han officials. Ironically it would be his fellow Han Chinese officials who would become angry with him. Some were simply ambitious of his power, others felt that Xinjiang should be more closely inline with China proper.  Rumors have it that after a dinnr party, Yang deliberately surrounded himself with opium addicts, stating to his subordinates “the inveterate opium smoker thinks more of his own comfort and convenience than of stirring up unrest among his subordinates”. Needless to say, Yang later years saw him seriously alienating senior officials. By 1926 he claimed “to have created an earthly paradise in a remote region” so he seemed to be quite full of himself. That same year he turned against his Tungan subordinates. He accused many of conspiring with Ma Qi, a Tungan warlord of Xuning in Qinghai, whom he also thought were driven by Urumqi. Deprived of his formerly loyal Tungans, Yang found himself increasingly isolated. A expedition was sent to Urumqi in 1926, whr G. N Roerich noted “The Governor's residence consisted of several well-isolated buildings and enclosed courtyards. The gates were carefully guarded by patrols of heavily armed men ... The Governor's yamen seemed to us to be in a very dilapidated condition. The glass in many of the windows on the ground floor was broken and dirty papers and rags had been pasted on the window frames. Numerous retainers roamed about the courtyards and villainous bodyguards, armed with mauser pistols, were on duty at the entrance to the yamen.” It seems likely Yang had decided to leave Xinjiang at that point. He had amassed a immense personal fortune and sent much of it to his family in China proper and also to Manila where he had a bank account. Further evidence of this was provided by Mildred Cable and Francesca French, two members of the China inland Mission who reported 'Wise old Governor Yang ... as early as 1926 ... quietly arranged a way of escape for his family and for the transference of his wealth to the security of the British Concession in Tientsin. Later in the same year, accompanied by several 'luggage cases of valuables', Yang's eldest son was sent out of Sinkiang, travelling incognito, in the company of these missionaries”. It was also at this time Yang erectd a statue of himself in th public gardens at Urumqi. According to Nicholas Roerich, this memorial was paid for with forced contributions 'from the grateful population'; by all accounts the statue was in execrable taste . While the NRA was marching upon Beijing in June of 1928, Yang ordered the KMT flag to be raised in Xinjiang. This gesture indicated to all, Yang was about to depart the province. One of Yang's most dissident subordinates, a Han named Fan Yaonan decided to act. Fan Yaonan was an ambitious modernist who received his education in Japan and someone Yang distruste from day one. Fan was appointed the post of Taoyin of Aksu by the Beijing government, an appointment Yang could have easily ingored, but was grudgingly impressd by Fans abilities. Fan proved himself very useful to Yang and was soon promoted to the Taoyin of Urumqi alongside becoming the Xinjiang Provincial Commissioner for Foreign Affairs. It seems Fan and Yang mutually disliked each other. At some point in 1926 Fan got together with a small group of like minded officials, such as the engineer at Urumqi's telegraph station and the Dean of the local school of Law, and Fan told them he wanted to assasinate Yang. Some believe Fan sought to gain favor with the KMT as motivation. Regardless on July 7th of 1928, 6 days after Yang took the post of Chairman of the Xinjiang Provincial Government under the KMT, Fan attacked. On that day, Yang was invited to a banquet to celebrate a graduation ceremony at the Urumqi law school. Fan had arranged the banquet, with 18 soldiers present, disguised as waiters wearing “red bands around their arms and Browning pistols in their sleeves”. During the meal, Fan proposed a toast to the health of Yang at which time “shots rang outsimultaneously, all aimed at the Governor. Seven bulletsin all were fired, and all reached their mark. Yang, mortally wounded, but superb in death, glared an angry defiance at his foes, 'who dares do this?' he questioned in the loud voice which had commanded instant obedience for so many years. Then he fell slowly forward, his last glance resting upon the face of the trusted Yen, as though to ask forgiveness that he had not listened to the advice so often given to him”. According to Yan Tingshan who was also wounded, Fan Yaonan finished Yang Zengxin off with two shots personally. After the assassination, whereupon 16 people were killed or wounded, Fan went to Yang official residence and seized the seals of office. He then sent a letter summonig Jin Shujen, the Commissioner for Civil Affairs in Xinjiang and Yang's second in command. Jin called Fan's bluff and refusing to come, instead sending soldiers to arrest the assassin. It seems Fan greatly miscalculated his personal support as a short gun battle broke out and he was arrested by Jin and shortly thereafter executed with his complices on July 8th. And thus, Jin Shujen found himself succeeding Yang, a less able man to the job. Jin Shujen was a Han Chinese from Gansu. He graduated from the Gansu provincial academy and served for a time as the Principal of a Provincial normal school. He then entered the Imperial Civil Service, where he came to the attention of Yang, then working as the district Magistrate at Hozhou. Yang took him on as district magistrate and Jin rose through the ranks. By 1927 Jin became the Provincial Commissioner for Civil Affairs at Urumqi. After executing Fan, Jin sent a telegram to Nanjing seeking the KMT's official recognition of his new role. Nanjing had no real options, it was fait accompli, they confirmed Jin into office and under the new KMT terminology he was appointed Provincial Chairman and commander-in-chief. In other words an official warlord.  Following his seizure of power, Jin immediately took steps to secure his newfound power. His first step was to double the salaries of the secret police and army. He also expanded the military and acquired new weaponry for them. Politically, Jin maintained the same old Qing policies Yang did, pretty much unchanged. Jin did however replace many of the Yunnanese followers under Yang with Han CHinese from Gansu. Jins younger brother, Jin Shuxin was appointed Provincial Commissioner for military affairs at Urumqi and his other brother Jin Shuqi was given the senior military post at Kashgar. His personal bodyguard member Zu Chaoqi was promoted to Brigade Commander at Urumqi. Jin maintained and expanded upon Yang's system of internal surveillance and censorship, like any good dictator would. According to H. French Ridley of the China Inland Mission at Urumqi “people were executed for 'merely making indiscreet remarks in the street during ordinary conversation”. Jin also introduced a system of internal passports so that any journey performing with Xinjiang required an official passport validation by the Provincial Chairman's personal seal, tightening his security grip and of course increasing his official revenue. Travel outside Xinjiang became nearly impossible, especially for Han officials and merchants seeking trade with China proper.  Under Jin Xinjiang's economy deteriorated while his fortune accumulated. Yang had introduced an unbacked paper currency that obviously fell victim to inflation and Jin upted the anty. Within a process of several stages, he expanded the currency, causing further inflation. Under Yang the land taxes had been a serious source of the provincial revenue, but Yang was not foolish enough to squeeze the Turkic peasantry too hard, he certainly was intelligent enough to thwart peasant revolts. Jin however, not so smart, he tossed caution to the win and doubled the land taxes, way past what would be considered the legal amount. Jin also emulated Ma Fuxiang, by establishing government monopolies over various profitable enterprises, notably the gold mine at Keriya and Jade mine at Khotan. He also monopolized the wool and pelt industry, using his police and army to force the sale of lambskins at a mere 10% of their market value. Just as with Yang's regime, wealth flowed out of the province in a continuous stream, straight into banks within China proper. According to George Vasel, a German engineer and Nazi agent hired to construct airfields in Gansu during the early 1930s, he knew a German pilot named Rathje who was secretly employed by Jin to fly a million dollars worth of gold bullion from Urumqi to Beijing. Jin did his best to keep all foreign influence out of Xinjiang and this extended also to KMT officials from China proper. Jin also of course did his best to conceal his corrupt regime from Nanjing. For all intensive purposes Jin treated Xinjiang like a feudal, medieval society. He tried to limit external trade to only be through long distance caravans. All was fine and dandy until Feng Yuxiang occupied Gansu and thus disrupted the traditional trade routes. Alongside this the Soviets had just constructed a new railroad linking Frunze, the capital of Kirghiz with Semipalatinsk in western siberia. This railroad known as the Turksib was aimed primarily to develop western Turkstan, integrating it within the new soviet system. The railroad was constructed 400 miles away from the Xinjiang frontier, on purpose to limit any activities with capitalists. When the railway was completed in 1930 it virtually strangled Xinjiang. China's share of Xinjiang's market dropped by 13% and the value of trade with the Soviets which had dropped to zero since the Russian civil war was not rising past 32 million roubles by 1930. The Soviet trade gradually was seizing a monopoly over Xinjiang and this of course affected the merchants and workers who were unable to compete. The revenue of the merchants and workers declined as new taxes were levied against them. Meanwhile alongside an increase in Soviet trade, the new railway also increased Soviet political influence over Xinjiang. It was also much faster and easier to travel from China proper to Xinjiang via Vladivostok, the trans-siberian railway and Turksib than across the North-West roads of China. For the Turkic speaking Muslims of Xinjiang, it was quite impressive and many wanted to do business and mingle with the Soviets. However to do so required a visa, and thus KMT officials in Nanjing held the keys. Jin's policies towards the Turkic Muslims, Tungans and Mongols were extremely poor from the very beginning. It seems Jin held prejudice against Muslims, some citing bad experiences with them in Gansu. Whatever the case may be, Jin rapidly antagonized both his Turkic speaking and Tungan Muslim citizens by introducing a tax on the butchering of all animals in Xinjiang and forbidding Muslims to perform the Hajj to Mecca. Some point out he did that second part to thwart a loophole on leaving Xinjiang for trade. Obviously the Muslim majority of Xinjiang and the military powerhouse of Torgut Mongols in the Tien Shan bitterly resented Jin. Despite wide scale hostility against him, the first challenges at his autocratic rule came not from various minority groups, but some ambitious Han officers under his command. Palpatin would say it was ironic.  In May of 1929 the Taoyin of Altai attempted a coup against Jin, but he was forewarned and able to confine the fighting to the Shara Sume area. In the spring of 1931 troubles broke out in Urumqi as discontented Han officers and soldiers attacked Jin's yamen. The attack failed, and the instigators of the plot were all executed. The same year, Jin annexed the Kumul Khanate, known to the Chinese as Hami, finally pushing the Turkic speaking Muslims into open rebellion. Going back in time, after Zuo Zengtangs reconquest of Xinjiang in the 1870s, a few local principalities were permitted to survive on a semi-autonomous basis. Of these Kumul was the most important and was ruled by a royal family dating back to the Ming Dynasty and descended from the Chaghatay Khans. The Khanate of Kumul dominated the chief road from Xinjiang to China proper and was therefore of strategic importance to the Chinese. It extended from Iwanquan northwards to the Barkul Tagh and along the mountains to Bai and south to Xingxingxia along the Xinjiang-Gansu border. During the Xinhai Revolution of 1911, Maqsud Shah was sitting on the throne of Kumul. He was known to the Chinese as the Hami Wang, to his subjects as Khan Maqsud or Sultan Maqsud and to Europeans as the King of the Gobi. He was the last independent Khan of Central Asia as the rest were tossing their lot in with the progress of the times. During Yangs regime he was content with allowing Kumul to train its semi autonomous status, mostly because Maqsud Shah was very friendly towards the Chinese. He spoke Turkic with a marked Chinese accent and wore Chinese clothes. On the other hand he had a long whit beard and always wore a turban or Uyghur cap. He was a staunch Muslim ruling a petty oasis kingdom from an ancient and ramshackle palace in Kumul proper, one of three towns making up the capital of Kumul, known to the Chinese as Huicheng. He had a bodyguard consisting of 40 Chinese soldiers armed with mausers and had a Chinese garrison billeted in fortified Chinese town. The third city in his domain was known as New City or Xincheng, populated by a mix of Chinese and Turkic peoples. By 1928, shortly after the assassination of Yang, it was estimated Maqsud Shah ruled over roughly 25,000-30,000 Kumulliks. He was responsible for levying taxes, dispensing justice and so forth. His administration rested upon 21 Begs, 4 of whom were responsible for Kumul itself, 5 others over plains villages and the other 12 over mountain regions of Barkul and Karlik Tagh. Maqsud Shah also maintained a Uyghur militia who had a reputation as being better trained than its Chinese counterpart at Old City. Throughout Yangs regime, Kumul remained relatively peaceful and prosperous. Maqsud Shah paid a small annual tribute to Urumqi and in return the Xinjiang government paid him a formal subsidy of 1200 silver taels a year. Basically this was Yang paying for the Sultans compliance when it came to moving through his strategic Khanate. For the Uyghurs of Kumul, they were free from the typical persecution under Chinese officials. The only tax paid by citizens of Kumul was in livestock, generally sheep or goats, given annually to the Khan. The soil of the oasis was rich and well cultivated. Everything was pretty fine and dandy under Yang, but now was the time of Jin. In March of 1930, Maqsud Shah died of old age. His eldest son Nasir should have inherited the throne of Kumul, but Jin and his Han subordinates stationed in Kumul Old City had other plans. Shortly after Maqsud Shah's death, Nasir traveled to Urumqi, most likely to legitimize his rise upon the throne. Nasir was not very popular amongst his people, thus it seemed he needed Jin's aid to bolster him. However there also was the story that it was Jin who ordered Nasir to come to Urumqi to perform a formal submission. Now at the time of Maqsud Shah's death, Li Xizeng, a Han Chinese divisional commander stationed in Kumul suggested to Jin that the Khanate should be abolished and annexed officially. There was of course a great rationale for this, if Jin took control over Kumul it would offer increased revenue and new positions for his Han Chinese officials. Thus Jin ordered a resolution be drawn up by his ministers to abolish the Khanate, dividing Kumul into three separate administrative districts, Hami centered around the capital, I-ho and I-wu. When Nasir arrived in Urumqi he was given the new position of Senior Advisor to the provincial government, but forbidden to return to Kumul. Basically it was the age old government via hostage taking. Meanwhile another official named Yulbars was sent back to Kumul with a group of Chinese officials to set up the new administration.  While the people of Kumul had no love for Nasir and were taxed pretty heavily by his father, this did not mean that they wanted the Khanate to end. For the Turkic Muslims the Khanate held a religious significance. For Uyghurs there was a question of national pride associated with it. Of course there were economic issues. Within Xinjiang Han were allowed to settle, but in the Khanate there were restrictions. In the words of the Nanjing Wu Aichen on the situation “subject peoples obstinately prefer self-government to good government”. Well Jin's government was definitely not good, so what outcome does that give? The newly appointed Han administration upset the people of Kumul from the very minute of its installation. When it was announced the privilege of being except from direct taxation by Urumqi was to be abolished, ompf. To add insult to injury, one years arrears of taxes were to be collected from the Uyghurs. On top of that, Kumul was tossed wide open to Han settlers who were incentivized to settle by giving them a tax exemption for two years. Yeah that be some wild policies. To add even more misery, Kumul being situated on the chief road from northwestern Gansu to Xinjiang saw an enormous flow of refugees from famine and warfare going on in Gansu. A column of these refugees were seen by Berger Bohlin of the Sino-Swedish Expedition of 1931. His account is as follows “During my stay at Hua-hai-tze I witnessed a curious spectacle. The Chen-fan region had for a number of years been visited by failure of the crops and famine, and large numbers of people therefore emigrated to more prosperous tracts. Such an emigration-wave now passed Hua-hai-tze. It consisted of a caravan of 100 camels, transporting 150 persons with all their baggage to Sinkiang, where it was said that land was being thrown open”. It seemed to Bohlin that the refugees looked carefree and happy and that the ruler of Xinjiang, Jin Shujen, a Gansu man himself was enthusiastic to have them come settle his province. Jin had his official in charge of I-ho district Lung Xulin provide land for the would-be settlers coming from Gansu. Lung Xulin responded by forcing his Uyghur population to leave their cultivated land and simply handed it over to the refugees. The expropriated Uyghurs were compensated for their land by being given untilled lands on the fringe of the desert where most soil was barren. The Uyghurs were also assessed for their land tax based on their old holdings. To make this even worse hear this, untilled land was exempt from taxation for two years, so they didn't even get that, while the Gansu refugees were excused from tax payments for three years. So yeah the Kumul people quickly organized a petition and sent it to the yamen in Urumqi. There was zero acknowledgement from the yamen it was received and nothing was done to address the long list of grievances, especially from the Uyghurs. Instead the Gansu settlers kept flooding in and with them the price of food skyrocketed, largely because of the enormous amount of provincial troops sent in to watch over everybody. Now for the moment the Turkic speaking Muslims in the region remained relatively peaceful, and this perhaps lulled Jin into a false sense of security. But according to Sven Hedin of the Sino-Swedish Expedition “Discontent increased; the people clenched their teeth and bided their time; the atmosphere was tense and gloomy. Inflammable matter accumulated, and only a spark was needed to fire the powder magazine.”  I would like to take this time to remind you all that this podcast is only made possible through the efforts of Kings and Generals over at Youtube. Please go subscribe to Kings and Generals over at Youtube and to continue helping us produce this content please check out www.patreon.com/kingsandgenerals. If you are still hungry after that, give my personal channel a look over at The Pacific War Channel at Youtube, it would mean a lot to me. The history of Xinjiang is unbelievably bizarre, complicated and quite frankly really fun. Before researching this I had no idea about anything and am really enjoying this as I write it. The next episode is going to be on the Kumul Rebellion, so buckle up buckaroo. 

On the show today: Cliffo & Kate farewell Brigadier McCammon and welcome new 3rd Brigade Commander Brigadier McLennan, virtual christmas tree, how much would you spend on a christmas tree & Tupperwear is dead. See omnystudio.com/listener for privacy information.

The Joint Readiness Training Center is pleased to present the seventy-fifth episode to air on ‘The Crucible - The JRTC Experience.' Hosted by the Task Force Senior for the BDE Command & Control (BCT HQ), LTC Timothy Price on behalf of the Commander of Ops Group (COG). Today's guest is the Brigade Commander for 2nd Mobile Brigade Combat Team, 101st Airborne Division (Air Assault), COL James Stultz.   The 2nd Mobile Brigade Combat Team of the 101st Airborne Division (Air Assault), which was activated on 1 July 1941 at Ft. Benning (now Ft. Moore), GA. The MBCT draws its infantry battalions primarily from the 502nd Parachute Infantry Regiment. 2nd MBCT is the Army's first mobile BCT construct. As their designation implies, they're focused on increasing a brigade's overall mobility and with it the agility and flexibility that it provides. They have the Hollywood call-sign of “Strike,” but commonly called “Five oh Duece,” and the motto of “Strike.” (The rest of the motto is “I fight where I am told, and win where I fight.”) They are easily identified by the black heart patches on their helmets dating back to preparation for the invasion of France in World War II and have been known by the enemy as the “Black Hearts Brigade.”   In this episode, we discuss several emerging key lessons, particularly regarding the importance of Transition in Contact (TiC) and the evolving nature of command and control (C2Fix). TiC was highlighted as a critical skill, requiring seamless coordination between the brigade and its multifunctional reconnaissance companies (MFRC) and multi-purpose companies (MPCs), which replaced the traditional anti-tank and heavy weapons companies. These units provided vital intelligence and protection in the deep area, using scout snipers, electronic warfare sections, and anti-air capabilities. However, there were challenges in maintaining a balance between reconnaissance and target acquisition, illustrating the need for constant refinement in how these specialized companies are employed. The introduction of the MFRC and other multifunctional units demonstrated the Army's shift towards more flexible, mobile brigades capable of long-range operations, especially through the use of large-scale air assaults (L2A2).   In addition to TiC, the exercise reinforced the importance of mastering logistics and communications across multiple domains to support Army modernization efforts. Logistics played a critical role in enabling mobility, especially as light infantry units integrated vehicles like the infantry squad vehicle (ISV), providing new tactical opportunities but requiring extensive training. Effective communications were essential for synchronizing complex operations, particularly in the context of C2Fix, where brigades aimed to reduce their physical footprint and rely more on higher echelons for intelligence processing. Mastery of “brilliance in the basics,” such as security, camouflage, and decentralized command structures, proved essential in navigating these transitions and ensuring brigade effectiveness in large-scale combat operations (LSCO). These insights provide a roadmap for future improvements in integrating modern capabilities while maintaining a focus on foundational warfighting skills.   Part of S02 “If I Would Have Only Known” series.   For additional information and insights from this episode, please check-out our Instagram page @the_jrtc_crucible_podcast   Be sure to follow us on social media to keep up with the latest warfighting TTPs learned through the crucible that is the Joint Readiness Training Center.   Follow us by going to: https://linktr.ee/jrtc and then selecting your preferred podcast format.   Again, we'd like to thank our guests for participating. Don't forget to like, subscribe, and review us wherever you listen or watch your podcasts — and be sure to stay tuned for more in the near future.   “The Crucible – The JRTC Experience” is a product of the Joint Readiness Training Center.

When I say tenacity, grit and trailblazer, who do you think of? For me it is Lindsey Chrisman! Lindsey Crismon is a 2014 West Point graduate, the first female in US Army history to pilot the AH-6 Little Bird in Special Operations, a student at Harvard Business School and is the co-founder and CEO of MyHome, an AI-driven marketplace that coordinates and predicts home maintenance tasks for homeowners. Before her senior year at the United States Military Academy at West Point she was named Brigade Commander and First Captain of the United States Corps of Cadets for the 2013-2014 academic year; only the fourth female to hold this position in the history of the academy. In addition to being First Captain, she was the captain of the Women's Track and Field team where she completed in the heptathlon, pentathlon and the 400m intermediate hurdles. Overachiever much???!!! I seriously am such a fan of Lindsey's, and while she has already proven herself to be a powerhouse in so many ways, I believe that she is just getting started. I am so excited to share this episode with you!

We are joined this episode by COL Johnny Casiano, Commander of 4th Security Force Assistance Brigade (SFAB). An infantry officer by trade with multiple overseas deployments with the SFAB, initially as a Battalion Commander and currently as a Brigade Commander, he sits down with us this interview to discuss what the SFAB is and its unique role in great power competition. Please note that the views expressed in this episode are those of the participants and do not necessarily reflect those of the of Department of Defense, Department of the Army, Security Force Assistance Command, or the Army Foundry Platform. For comments, suggestions, or requests for future episodes covering a specific topic, please send us an email at: Hindsight.podcast.afp@gmail.com or Hindsight.podcast@army.mil Link to Transcript: (Forthcoming)

Want to know what it takes to get things into gear for a big mission? Colonel Cédric Aspirault from 5 CMBG is preparing to be the first commander of the multinational Forward Land Forces Brigade in Latvia. He's working with our NATO allies to put the Brigade together and has a lot of thoughts on what is needed to complete the job.Feel free to contact Captain Adam Orton with any comments or questions:armyconnect-connectionarmee@forces.gc.caConnect with the Canadian Army on social media:Facebook  | X (Twitter) | Instagram | YouTubeVisit Forces.ca if you are considering a career in the Army.Copyright Information© His Majesty the King in Right of Canada, as represented by the Minister of National Defence, 2024

The Joint Readiness Training Center is pleased to present the forty-sixth episode to air on ‘The Crucible - The JRTC Experience.' Hosted by LTC Mason Thornal, the Battalion Commander of 1-509th IN (OPFOR) on behalf of the Commander of Operations Group.  Today's guest is the Brigade Commander for 2nd Infantry Brigade Combat Team, 101st Airborne Division (Air Assault), COL James Stultz.   The 2nd Infantry Brigade Combat Team of the 101st Airborne Division (Air Assault), which was activated on 1 July 1941 at Ft. Benning (now Ft. Moore), GA. The IBCT draws its infantry battalions primarily from the 502nd Parachute Infantry Regiment. They have the Hollywood call-sign of “Strike,” but commonly called “Five oh Duece,” and the motto of “Strike.” (The rest of the motto is “I fight where I am told, and win where I fight.”) They are easily identified by the black heart patches on their helmets dating back to preparation for the invasion of France in World War II and have been known by the enemy as the “Black Hearts Brigade.”   In this episode we discuss how leaders should prepare for large scale combat operations from an air assault perspective. Specifically, we discuss how the brigade with division assets was able to conduct the first large-scale, long-range air assault for nearly thirty years. Strike was able to lift an entire infantry battalion and various enablers simultaneously. The air assault task force then flew over seven hundred miles, utilizing several forward arming and refueling points (FARPs) before arriving at their area of operation.   Additionally, we look at how commanders and their staffs build training plans, standard operating procedures, and conduct countless rehearsals, staff exercises, and various field problems in preparation for conducting effective air assaults under combat conditions.   Part of S02 “If I Would Have Only Known” series.   Don't forget to check-out the 101st Airborne Division's social media pages for more information on large-scale, long-range air assaults, their handles are ‘101st Airborne' on Facebook, ‘101stAASLTDIV' on X, and ‘101stabndivaa' on Instagram.   For additional information and insights from this episode, please check-out our Instagram page @the_jrtc_crucible_podcast   Be sure to follow us on social media to keep up with the latest warfighting TTPs learned through the crucible that is the Joint Readiness Training Center.   Follow us by going to: https://linktr.ee/jrtc and then selecting your preferred podcast format.   Again, we'd like to thank our guests for participating. Don't forget to like, subscribe, and review us wherever you listen or watch your podcasts — and be sure to stay tuned for more in the near future.   “The Crucible – The JRTC Experience” is a product of the Joint Readiness Training Center.

FIDF Chief Executive Office Steve Weil and FIDF Host Lara Krinsky are joined by Search and Rescue Brigade Commander Colonel Elad Edri who gives an minute by minute breakdown of his experience leading up to, during, and the tragic aftermath of The Battle of Zikim on October 7. Col. Edri answers questions about his mindset on October 7, his soldiers, the Shahar Battalion, and fulfilling his IDF duties these past few months with a family at home. Donate NOW to FIDF for the fastest and most direct way to give IDF soldiers what they need most. 100% of emergency funds are going to meet soldiers' urgent humanitarian needs: FIDF.org (Recorded 2/25/2024)

The Joint Readiness Training Center is pleased to present the forty-fourth episode to air on ‘The Crucible - The JRTC Experience.' Hosted by the Commander of Ops Group (COG), COL Matthew Hardman. Today's guest is the Brigade Commander for 3rd Infantry Brigade Combat Team, 25th Infantry, COL Robert Shaw.   The 3rd Infantry Brigade Combat Team of the 25th Infantry Division (Light), which was activated on 1 October 1941 in Hawaii mere days before the attack on Pearl Harbor, conducts military operations primarily in the Asia-Pacific region and has been in every conflict the U.S. has been involved in since its activation. On order, 3rd Infantry Brigade Combat Team, 25th Infantry Division deploys, fights, and wins in Unified Land Operations any place in the U.S. Indo-Pacific Command, and conducts continuous and persistent engagement with regional partners to shape the environment and prevent conflict across the Pacific area of responsibility. They have the Hollywood call-sign of “Bronco” and the motto of “None Better.”   In this episode we discuss how leaders should prepare for large scale combat operations from the light infantry perspective. Specifically, we look at commanders and their staffs build training plans, standard operating procedures, and conduct countless rehearsals, staff exercises, and various field problems in preparation for going to war or arriving at one of the US Army's combat training centers, like the Joint Readiness Training Center. After each iteration, organizations at echelon should capture their success and their pathways to success to remedy identified vulnerabilities.   An interesting point that is discussed is that leaders need to not only have tenacity but initiative to never quit until the mission is accomplished. This requires leaders to strive to succeed and do the hard tasks in life, which inevitably means that some will not succeed initially but will have to persevere until they do. As leaders we must not only mentor our subordinates but identify talent and then nurture it.   Part of S02 “If I Would Have Only Known” series.   For additional information and insights from this episode, please check-out our Instagram page @the_jrtc_crucible_podcast   Be sure to follow us on social media to keep up with the latest warfighting TTPs learned through the crucible that is the Joint Readiness Training Center.   Follow us by going to: https://linktr.ee/jrtc and then selecting your preferred podcast format.   Again, we'd like to thank our guests for participating. Don't forget to like, subscribe, and review us wherever you listen or watch your podcasts — and be sure to stay tuned for more in the near future.   “The Crucible – The JRTC Experience” is a product of the Joint Readiness Training Center.

Join us on the From Adversity to Abundance podcast as we delve into the raw and inspiring journey of Gregg Martin, a retired two-star general battling bipolar disorder. Witness the highs and lows of his life, the resilience in the face of adversity, and the shocking twist that leaves him questioning everything. Will he find the strength to overcome? Don't miss this captivating episode that will leave you on the edge of your seat. Meet Maj. Gen. Gregg Martin, a retired U.S. Army general with a doctorate degree under his belt. His remarkable military career spans three decades, with serving in the Iraq War as a Brigade Commander being one of his many notable accomplishments. Yet, beneath the outstanding accolades and distinguished duties, lies Gregg's brave fight with bipolar disorder. His powerful narrative offers a unique perspective on mental illness, providing valuable insight for those navigating their own mental health journeys."To really recover, you have to take attributes of healthy living and anchor them into the foundation of the five P's: people, purpose, place, perseverance, and presence." Impact of Bipolar DisorderBipolar disorder significantly impacts an individual's life and can lead to periods of intense mania or debilitating depression. It's a chronic condition that requires lifelong management and support. The sharing of personal journeys, like Gregg Martin's, shine a light on the lived experience of bipolar disorder, bringing about much-needed awareness and understanding. Books and ResourcesBipolar General: My Forever War with Mental Illness (Association of the United States Army)A First-Rate Madness: Uncovering the Links Between Leadership and Mental Illness Connect with Gregg Martin:WEBSITE: www.bipolargeneral.comLINKEDIN: https://www.linkedin.com/in/gregg-f-martin-222735aa/ Connect with usWEBSITE: https://www.adversity2abundance.comYOUTUBE: https://www.youtube.com/channel/UChYrpCUlqFYLy4HngRrmU9QLeave us a rating or review: https://www.adversity2abundance.com/reviews/new/ or hereGot comments, feedback or suggestions? We'd love to hear it! https://www.adversity2abundance.com/contact/ Connect with JamieLINKEDIN: https://www.linkedin.com/in/jamie-bateman-5359a811/TWITTER: https://twitter.com/batemanjames

The Joint Readiness Training Center is pleased to present the twenty-fifth episode to air on ‘The Crucible - The JRTC Experience.' Hosted by the Commander of Ops Group (COG), COL Matthew Hardman. Today's guest is the Brigade Commander for 3rd Infantry Brigade Combat Team, 82nd Airborne, COL Richard “Ricky” Taylor.   The 505th Parachute Infantry Regiment has the honor of being one of the oldest airborne units in the U.S. military as they were activated in June 1942 during World War II and earned four of its five combat jumps during the fierce fighting of WWII. (The fifth being earned during Operation Urgent Fury to restore a free government to Grenada in October 1983.) After the Vietnam War, the 505th PIR participated in various military operations. Among them were Operation Urgent Fury, Operation Just Cause, Operation Desert Shield / Desert Storm, Operation Restore Hope, Operation Enduring Freedom (OEF), Operation Iraqi Freedom (OIF), and Operation Inherent Resolve. They have the Hollywood call-sign of “Panther” and the motto of “H-Minus.”   In this episode, we discuss some of the lessons learned for brigade and battalion leaders during large-scale combat operations. COL Taylor summarized it as: Being humble and being coachable Importance of synchronization of fire and maneuver Battlefield Circulation of Key Leaders Commander's Role in the Planning Process Defining risk vs. opportunity & communicating that with DIV HQ A reoccurring theme on the podcast, is the acknowledgement that those that learn fastest on the battlefield are almost always the ones whom succeed on the battlefield. Senior leaders within the brigade mentor junior leaders with special emphasis on company commanders and captains across the staff on both the art and science of conducting combined arms maneuver in LSCO. Specifically, leaders should come prepared to discuss the following 8 questions at every planning session: What's your combat-power and your projected slant for the next 24hrs? What do you know about the enemy? What's your composition / disposition? What's the enemy's composition / disposition? What are your concerns & risks at your echelon? Do you have any recommendations? What are your logistics / sustainment concerns? What are your planning horizons?   Part of S02 “If I Would Have Only Known” series.   For additional information and insights from this episode, please checkout our Instagram page @the_jrtc_crucible_podcast   Be sure to follow us on social media to keep up with the latest warfighting TTPs learned through the crucible that is the Joint Readiness Training Center.   Follow us by going to: https://linktr.ee/jrtc and then selecting your preferred podcast format.   Again, we'd like to thank our guests for participating. Don't forget to like, subscribe, and review us wherever you listen or watch your podcasts — and be sure to stay tuned for more in the near future.   “The Crucible – The JRTC Experience” is a product of the Joint Readiness Training Center.  

How does the largest global security and defense company, with 116,000 employees worldwide, ensure the highest standards for its ethics and compliance program? This is particularly challenging amid an environment of increased regulation, geopolitical conflict, and economic uncertainty. In this episode of the Principled Podcast, host Susan Divers explores this question with Jim Byrne, Lockheed Martin's vice president for ethics and business conduct. Listen in as the two discuss how Lockheed Martin uses “force multipliers” to empower employees to create an inclusive culture, own their ethical workplace, and act when something is amiss.  For a transcript of this podcast, please visit the episode page at LRN.com.   Guest: Jim Byrne The Honorable James M. Byrne currently serves as Vice President, Ethics & Business Conduct, for Lockheed Martin Corporation. He is responsible for the strategic direction and operational excellence of Lockheed Martin's award-winning domestic and international ethics program and execution of the Corporation's compliance training across the enterprise. Jim is also on the Corporate Vice Presidents Contributions Committee of Lockheed Martin, established and authorized to review and approve large charitable contributions. Prior to rejoining Lockheed Martin, he served as the Deputy Secretary of the United States Department of Veterans Affairs (VA) where he led modernization initiatives and served as the chief operating officer of the federal government's second-largest Cabinet department, with some 385,000 employees in VA medical centers, clinics, benefits offices, national cemeteries, and other facilities throughout the country. Previously, Mr. Byrne served as VA's General Counsel, leading VA's nationwide team of nearly 800 attorneys, paralegals, and staff who support VA's mission and priorities by providing sound legal expertise, representation, and, as needed, critical problem-solving skills and risk-management advice to the Secretary and other senior VA leaders.  Before arriving at VA, Mr. Byrne served as Associate General Counsel and Chief Privacy Officer at Lockheed Martin Corporation. He also served for several years on the board of directors for Pacific Architects and Engineers (PAE) when it was a wholly owned subsidiary of Lockheed Martin. Prior to joining Lockheed Martin, Mr. Byrne served in the career Federal Senior Executive Service as Deputy Special Counsel with the Office of the United States Special Counsel, and as both the General Counsel and Assistant Inspector General for Investigations with the Office of the Special Inspector General for Iraq Reconstruction. Soon after the invasion of Iraq in 2003, Mr. Byrne was recalled to active duty for 18 months with the U.S. Marine Corps in support of the Global War on Terrorism. Lieutenant Colonel James Byrne was assigned as the Officer-in- charge of the Marine Liaison Office at the then-National Naval Medical Center in Bethesda, Maryland. Colonel Byrne led teams of Marines, stationed in DC-metro-area military hospitals and Aberdeen Proving Grounds, Maryland, who were responsible for supporting injured and deceased Marines, Sailors, and their families.  Mr. Byrne has over 25 years of experience in the public sector, including service as a forward deployed Marine Corps Infantry Officer and a U.S. Department of Justice international narcotics prosecutor. Mr. Byrne's professional honors include several DOJ awards and The Drug Enforcement Administration (DEA) Administrator's Award for Exceptional Service. He is also a recipient of the Secretary of Defense Medal for the Global War on Terrorism and several military decorations, including the Meritorious Service Medal.  Mr. Byrne also currently serves as a Proxy Holder – Outside Board Director for Rancher Government Solutions, a company that delivers secure and certified open source and cloud-native software for the United States Government adopting DevSecOps across the IT landscape. His past professional engagements include director and advisory board positions on several startup companies, and service on the U.S. Department of Homeland Security Data Privacy & Integrity Advisory Committee and the International Association of Privacy Professionals Board of Directors (Chairman). Jim is very active in his church and community and prioritizes mentoring veterans. He currently volunteers on the American Association of Suicidology Board of Directors, the Navy - Marine Corps Relief Society Advisory Board, Veterans Moving Forward Board of Directors, Maternal Mental Health Leadership Alliance Board of Directors, Victor Bravo Board of Directors and the Give an Hour Executive Board.   Mr. Byrne is a Secretary of the Navy Distinguished Midshipman Graduate of the U.S. Naval Academy, where he received an engineering degree and, ultimately, held the top leadership position of Brigade Commander. Mr. Byrne later earned his Juris Doctorate from Stetson University College of Law in St. Petersburg, Florida, where was awarded a public service fellowship. He started his legal career as a judicial law clerk to the Honorable Malcolm J. Howard, U.S. District Court, Eastern District of North Carolina.   Host: Susan Divers Susan Divers is the director of thought leadership and best practices with LRN Corporation. She brings 30+ years' accomplishments and experience in the ethics and compliance arena to LRN clients and colleagues. This expertise includes building state-of-the-art compliance programs infused with values, designing user-friendly means of engaging and informing employees, fostering an embedded culture of compliance, and sharing substantial subject matter expertise in anti-corruption, export controls, sanctions, and other key areas of compliance. Prior to joining LRN, Mrs. Divers served as AECOM's Assistant General for Global Ethics & Compliance and Chief Ethics & Compliance Officer. Under her leadership, AECOM's ethics and compliance program garnered six external awards in recognition of its effectiveness and Mrs. Divers' thought leadership in the ethics field. In 2011, Mrs. Divers received the AECOM CEO Award of Excellence, which recognized her work in advancing the company's ethics and compliance program. Before joining AECOM, she worked at SAIC and Lockheed Martin in the international compliance area. Prior to that, she was a partner with the DC office of Sonnenschein, Nath & Rosenthal. She also spent four years in London and is qualified as a Solicitor to the High Court of England and Wales, practicing in the international arena with the law firms of Theodore Goddard & Co. and Herbert Smith & Co. She also served as an attorney in the Office of the Legal Advisor at the Department of State and was a member of the U.S. delegation to the UN working on the first anti-corruption multilateral treaty initiative.  Mrs. Divers is a member of the DC Bar and a graduate of Trinity College, Washington D.C. and of the National Law Center of George Washington University. In 2011, 2012, 2013 and 2014 Ethisphere Magazine listed her as one the “Attorneys Who Matter” in the ethics & compliance area. She is a member of the Advisory Boards of the Rutgers University Center for Ethical Behavior and served as a member of the Board of Directors for the Institute for Practical Training from 2005-2008. She resides in Northern Virginia and is a frequent speaker, writer and commentator on ethics and compliance topics.

In episode 30 of “The Dirt Logistician” podcast, The Goldminer and Wagoneer team MAJ Kenneth Slaton (Wagoneer 05 DSSB/CSSB SPO trainer) and MAJ James Rainey (Gold Miner 03 Operations trainer) had the pleasure of interviewing COL Cedric D. Gaskin. Commander of 916 Sustainment Brigade at the National Training Center, Fort Irwin CA.     Key Topics: Leader collaboration at echelon The importance of being yourself as a professional Working hard and not wasting time  

The military is often regarded as the best leadership development organization in the world, and for good reason. Discipline, focus, accountability, execution, planning, vision, and more are vital components of any successful military member, and they translate into civilian life in profound ways. Digital leaders need to simultaneously understand the grand vision and what their team is seeing from their boots-on-the-ground perspective. Like military leaders, they also need to be able to support their teams, execute under pressure, and make the tough calls when necessary. In honor of Veteran's Day, we bring together three powerhouse CIOs and military veterans: Mike Goodwin, CIO of PetSmart and former Army officer Woody Groton, CIO of Draper and Brigade Commander for the Army National Guard DiAnna Thimjon, CxO mentor, four-time CTO/CIO, and former Army officer In this episode, these IT leaders share how their military experience has shaped their careers and discuss the skills tomorrow's digital leaders need in order to get ahead. Join us as we explore: How military leadership experience can inform civilian leadership The importance of supporting team members by asking for input and providing logistical support The importance of reacting well and executing plans well, even if they aren't perfect How veterans contribute to the workforce Maintaining a “complete-the-mission mindset” while also avoiding burnout Balancing leadership soft skills and teachability with technical skill expertise

In today's Best of Episode we feature Sydney Barber. Barber is decorated with many awards and accolades under her belt. She's an Illinois native and a mechanical engineering major, hoping to join the Marine Corps after time at the Academy.  She is a  walk-on sprinter and hurdler of the Navy Women's Varsity Track and Field team.Barber is a graduate of Lake Forest High School in Illinois, and as a mechanical engineering major, she aspires to commission as a Marine Corps ground officer. As a member of the Navy Women's Varsity Track and Field team, she has lettered all three years of competing and is a USNA record holder for the outdoor 4x400m relay. Barber is also the co-president of the Navy Fellowship of Christian Athletes Club, secretary for the National Society of Black Engineers, and a member of the USNA Gospel Choir and Midshipman Black Studies Club. Barber is currently the brigade's 1st regiment executive officer.Topics Covered in this Episode:What Does Glad To Be Here mean as a Brigade commander Serving kids in India Defining core values and establishing a purpose The responsibility of serving as a Brigade CommanderThe Power of Investing in oneself Setting goals and having dreams The Best lessons of leadershipPassing the batonGiving energy to others and your teams for collective success How track and field improves teamwork and community

Gregg Martin was on top of the world as a career warrior in the US Army. Major General Martin had recently completed a Ph.D. at MIT, and he was serving as president of the National Defense University when he was called into the office of the Chairman of the Joint Chiefs of Staff. It was clear to everyone except Gregg that he had a problem.He was relieved of his duties at the university and ordered him to get mental help. Although he didn't want to admit he had a problem, in-patient treatment for his mental health condition finally revealed to Gregg what others around him could see. But rather than hiding his condition, Gregg made the boldest move of his career and became vocal about his mental health condition.You'll hear:How his success as an athlete prepared him for one of the most challenging careers on earthWhat it's like to lead 10,000 warriors across the “berm” and the tough fight to win Bagdad as a Brigade Commander in the Iraqi WarHis unbeatable success as a student, receiving 2 master's degrees and an earned Ph.D. from MIT while still serving in the US ArmyWhat he learned after being fired by the Chairman of the Joint Chiefs of StaffSome basic signs that you or someone you love might be dealing with mental health issues**Plus, in a new segment, Gregg Martin shares his favorite time when….Read General Martin's article on Mental Recovery HERE.Learn more about Gregg HERE.Leave a review of this podcast on your favorite platform; it helps us get these stories out to more people who need to hear them! To give specific feedback directly to us on what you like about the podcast and what you don't, fill out this 5-minute survey.Don't let fear win. Get your FREE copy of the Unbeatable Army Survival Guide HERE.

In this episode, we focus on executive coaching, and discuss how a coaching style of leadership can change an organization's culture, while improving employee growth, performance and happiness. Our guest is Mark Cappone, a retired Army colonel, and a former Brigade Commander. Mark has two masters degrees and lots of other training related to leadership, management and coaching. He discusses some of the ways leadership coaching can have a powerful impact, and he describes what happens when leaders start acting more like coaches while interacting with team members. He talks about how a coaching culture can create psychological safety and promote collaboration. And he offers tips that might help you ask supportive, coach-like questions. You can contact him at: mark.cappone@ohio.edu For more about Mark, see: https://www.ohio.edu/voinovich-school/people/mark-cappone

Transcription of recording (click to read along): https://drive.google.com/file/d/16CYqPKIVTaBZRFofcp9LmdvXA8BgqpDV/view?usp=sharing Episode #52 which gives some background on Col. Ripley's Story: https://catholic-mens-podcast.pinecast.co/episode/dea22b4da3da43df/52-the-bridge-blaster Read “An American Knight: The Life of Colonel John W. Ripley, USMC” by Norman Fulkerson: https://www.amazon.com/American-Knight-Life-Colonel-Ripley/dp/1877905410 If the link for the transcript does not work, then I have included it in plain text here below: HEADQUARTERS U.S. MARINE CORPS HISTORICAL BRANCH (CODE HD) An unofficial transcription of an oral history tape relating to combat action in the Republic of South Vietnam. By Major Regan Wright, USMC and Major John Ripley, USMC. This tape was made immediately following the destruction of the Dong Ha Bridge in April 1972. (Transcription begins) Capt. John W. Ripley, United States Marine Corps. I am the Senior Advisor of the 3rd Marine Infantry Battalion. My order of attention took place in the defense of Dong Ha village. On the morning of 2 April 1972 I will discuss that part of the action and explain my part throughout the action on the second of April. On the morning of 2 April the 3rd Marine Infantry Battalion was located at Dong Ha Combat Base when the enemy began an intensive artillery attack firing over 500 rounds of 130 MM artillery into the positions occupied by the battalion. The battalion then received word to move into blocking positions along Route 9 (QL-9) west of Dong Ha to be prepared to prevent any attempt by the enemy to bypass Dong Ha in its attacks from the south. While we were moving into these positions the Battalion Commander received a report that the enemy was attacking south along Route 1 (QL-1) in an estimated strength of their reinforced division. The enemy was reported moving radically in a mechanized column toward Dong Ha consisting of a minimum of 20 tanks. At this point perhaps an analysis should be made of the tactical and strategic points made on this small village of Dong Ha in the enemy's attack. At Dong Ha the two major road networks of the entire province, indeed of the entire corps, intersects Route 9 leading west out of Dong Ha offers the only tractable access to western Viet Nam and eventually into Laos and the entire northern half of the country. Route 1 runs generally north-south through Dong Ha and is intersected here by the Cam Lo River. The intersection of Routes 1 and 9 are on the south bank of the river, perhaps just about a 100 meters before the bridge. The importance of Route 1 doesn't need to be emphasized as the main thrust of the enemy's attack was south along this Route. Route 1 is a class ''A" road with all bridges 60 plus tons capacity. This Route would support any vehicle known to exist in the enemy force and we realized that of course. Two bridges across the Cam Lo River there, the first was a steel and timber heavy duty bridge suitable for all classes of traffic. The second bridge was partially destroyed steel and concrete construction. Still suitable for light traffic, it was concrete and steel. It can be seen that the possession of Dong Ha, its road junction, and its bridges, was a critical necessity to the success of the enemy attack. There were no friendly forces north of Dong Ha having evacuated the northern fire bases under heavy enemy attack the previous day. Those were our bases Alpha 2, 3 4, Alpha 1, Charlie l and Charlie 2. There were no friendly forces on our flanks. Half of the battalion was in position west of Dong Ha with the tank force, but these were part of the overall Dong Ha defense. The only fire bases that remained west of Dong Ha, and perhaps good for Camp Carroll which has already been reported as just prior to being overrun, ind the Marine Force at Mai Loe which was under very heavy attack, both artillery and ground attack, proved literally no support. The nearest friendly forces were located south of Dong Ha at Quang Tri Combat Base or AI TU Combat Base. They had been instructed to withdraw south of Quang Tri River to form a defensive line, the 3rd ARVN Division Headquarters reestablished south of the river. They were in the process of moving south at the time. It became quite apparent to the 3rd Marine Infantry Battalion and the support tank battalion, 2nd of 20 ARVN tanks, stood alone at Dong Ha without the remotest possibility of reinforcements. The critical defense at Dong Ha would be made with the Marine battalion and with the Tank battalion against an enemy reinforced division supported by tank regiment, 4 artillery regiments which were identified then, a rocket regiment, and an anti-tank air regiment and anti-aircraft regiment that included SAM missiles. They were to later use these missiles that day to knock down two A-1 VNAF aircraft. At this time it was quite apparent, both to the commander and to all of us hearing of the readily advancing enemy armor force, the ALFA Commander ordered a rifle company into immediate defensive position along the bridge. The time that he made this decision, of course, was about 0900 and the' company arrived there at this time. His second company was assigned to the end along the western end of the village just along Route 9 where the old railroad burned or embankment led to the south bank of the river and to the damaged ruins of the rail road bridge which was a likely crossing point. The BRAVO Command Group consisting of two companies remained with the tank force approximately 3 or 4 miles west of Dong Ha. At that time the tank might have had only 2 companies in Dong Ha proper. He sent for this BRAVO Command Group. He sent for them immediately, requesting that they return to Dong Ha. He then assured the correct displacement of the defense force and then moved to a point just west of the village to 3 command group which was (Recording Break). During this brief Dong Ha underwent an artillery attack of such an intensity that it absolutely defies description. For approximately 45 minutes, perhaps a bit longer, the enemy firing does stating merge barrage of artillery into the village concentrating the fires probably three separate 130 ~~1 batteries. The effect was to isolate the village and prevent the arrival of the remaining two companies and tank force. We attempted to reach the companies in position task, but the devastating firing made it out of the question. However, we did remain in contact with the units, and the battalion commander through his encourgement and leadership made them even more determined in their task to hold the bridge in the village. Finally, at approximately 1015 an enemy tank appeared on the north bank of the river directly across the bridge and was immediately undertaken by racketeers on the south bank and on the bridge itself. We had gone into a hasty defense. These racketeers fired between 5 to 8 rockets at the enemy tanks, but because of the tank they had detonated at the northern edge of the bridge did not have a clear shot, the tank was missed, unfortuately. In another words he got the picture and moved backwards into cover on the north bank of the river. We didn't see this particular tank anymore. The defenders remained in position on the bridge and on the flanks of the bridge, and began to consolidate their defense there. The importance of the bridge itself is quite obvious, and the battalion commander had requested demolitions and permission to destroy the bridge forth wit. The Marine Commander of Brigade 258 of course understood this, and already assembled demolitions, and had the forces moving at that time from Quang Tri up to Dong Ha where we were to attempt to destroy the bridge. During this period Lt. Commander had moved with the tank force around Dong Ha Combat Base and into position on Route 1, just south of the Dong Ha Bridge where he could support the bridge with the tank force, and of course better control his battalion. Just after the racketeers had fired on the one enemy tank, almost simultaneously the remaining of M4883 ARVN tanks arrived at the triangle or the intersection of Route 9 and Route 1 just after the bridge, and when into blocking positions there. They arrived only moments too late to undertake the enemy T-54 tank, however, they did get in position and formed a very effective block on the south bank and no more enemy tanks attempted to cross the bridge at that point. With a situation as it was then we were able to get two more companies into position and to back up the forces already there which were scant to say the least, and to support them as I've already pointed out with heavy armor, our 48's and the remaining two companies of the battalions. This is probably interesting to point out that this tank battalion was the only, the only M48 battalion in the country at the time who had 1 day prior to the beginning of this defensive finished a very large tank exercise and were at that point departing back to their units, back to their bases when they received the word that the situation required them to move north to Dong Ha and to points in the northern part of the province. They had just finished and this was the first time that this unit appeared before combat. It was the first time that they had ever seen any combat mission whatsoever. So here they were, and doing a beautiful job in support of the Marines. (Recording Break) moved into position on the north bank of the Cam Lo River, and moved automatic weapons of course, all the usual weapons into position there. The tanks didn't expose themselves, they were partially exposed along the north shore of Route 1 as it angled back to the west a bit. It was pointed out that two positions on the north bank were opposite our positions on the south bank at the Cam Lo Bridge. Also were into positions that occupied these and remained obstructions on the railroad bridge a mile or so west of the Highway bridge. In fact they placed a very large flank to the structure of the bridge and we took them on what we call tank rounds and didn't have any more problems from that area. However, we did not control the south bank of the river there. Our forces were just along Route 9 itself and not in control of the south bank. So that has some significance later. Getting back to the bridge itself. Up to this point we were at sort of a stand off, although the enemy didn't try to get its tanks back across, we knew that there was only time before we massed them again with appropriate forces and perhaps under another artillery barrage we would attempt to get those tanks over. It was imperative that the bridge be destroyed. Someone has been detached to destroy the bridge and we had in fact had two reports that parts of the bridge were destroyed. It became obvious both to myself and to an Army Advisor who was with the tank force, that this was not the case that the bridge was in fact not destroyed. So I admit the toll personally on my command there. Lt. Col. Turley who was in total charge of the AO, I had been told personally to destroy the bridge, to make sure that the bridge was destroyed, and if necessary to attempt to shoot the struts out from beneath the bridge, which would have been next to impossible because of the very solid construction of the bridge. Therefore, I felt because of his instructions, that I should move forward to insure that the bridge was destroyed. I did this, and at the same time this Army Advisor requested from his counterpart two tanks to assist us in getting forward to the bridge under the enemy fire and to assist us while we were there. We moved forward on the tanks and arrived just at the triangle there where Route 9 intersects with 1. I left the tanks there and moved forward myself to the base of the bridge and moved quickly underneath the bridge to find quite a few demolitions there which had been stowed up under the bridge itself almost to the point where the structure of the bridge met the embankment. Just a quick look at the display of explosions and the method in which they were employed indicated that however, many that they had there perhaps would have detonated the bridge - the explosives, but it was very clear that they probably would not have destroyed the bridge, fact, they may have dropped a span, but only enough so that it would have contacted the embankment, and the tanks still could have come across the bridge down the remaining span on to the embankment and still gotten a shore under the south shore. There was a chain link anchor fence there protecting the access to the underside of the bridge, obviously put there to prevent any sappers from getting under the bridge, and in order to get the explosives properly inplaced, I had to reach up to the eye beams, to the stringer running longitudinally under the bridge. I had to pull myself up on to this stringer and over this chain link... [end of side 1] [Side 2] ...fence and then hand walk hanging under the bridge. I had to walk out to a point over the river where I could properly put these explosives where they would do the job. I got out there and swung myself up under the beams itself. I had a little difficulty because in my haste I forgot to take my webbing (FLAC Jacket) ·off and it was pulling me down somewhat. But I finally did get .my heel hooked and got into the beams, into the stringers, and then the other advisor began to push explosives out to me, and I placed them between these beams, between the stringers. I think there were six very large stringers under the bridge. Once I had them in place I blocked my access to the rear of the bridge. Also, I had to begin rolling myself up into the next one and go back and get more explosives. I think we had probably 500 lbs. perhaps more of combination C-4 and TNT. The TNT was in boxes weighing probably 75 lbs., something like this. It made it rather difficult to get it out into those high beams because of the weight of the boxes, it was rather cumbersome, but the explosives were inplaced, and they were inplaced down on the bridge diagonally. They were inplaced in such a manner beginning from the eastern stringer on the bridge. They moved in a diagonal line back to the western stringer, which is the proper way to blow a bridge. If they had been placed as we found them directly across under the bridge, then they would have not done the job at all. Simply, we would cut the bridge and the remaining structure would have fallen onto the south bank, and as I've pointed out quite likely the tanks still could have crossed and gotten on the bank and into Dong Ha. It took about an hour to properly get these explosives inplaced. It was then necessary to go back out with time fuses and fuse all the explosives. On this we located some electric caps which were much more efficient, so I went back out and replaced the, that is I supplemented the time fuse with electric caps, and then ran these back and tied them off onto electric wire there. With the explosives in position on the bridge we then had to take some more explosives onto the small, lightly tracked bridge along side, and inplaced so that it could be destroyed also. While that was done we moved back to destroy the bridge. We got a battery, exposed the battery, attempted to, we had our wires for both bridges laid back in the vicinity of the jeep. Then we attempted to destroy the bridge. But for some reason the doggone thing didn't work. It appeared that there was a break in the wire. Considering this I had before leaving the bridge itself, I had set two time fuses on the outboard stingers, and with a quick estimate of how long it would take. It would have taken longer than 45 minutes so I felt that that was a safe enough time to make sure that everyone was out of the area. I went ahead and let these two time pieces and then backed off. Just after we attempted the destruction by the electric caps, word came down via the Division channel not to destroy the bridge. Of course we were in a very hazardous situation, what had me completely through this whole affair was directing direct fire on the south bank and on to our efforts in placing the explosives and getting the bridge destroyed. The explosives of course were in position, and of course the time and electric caps were in place in the explosives, and the greatest danger of course was that the electric caps, highly unstable, were in position in all the explosives, and almost anything could have detonated them. So that having been given the order to not to destroy the bridge, it would have been necessary to get out right away, get the electric caps out. I requested permission to do so and I was told to stay away from the bridge and to just wait for further instructions. We moved back and my counterpart, the Lt. Commander was told by his senior officer, the Marine Brigade Commander to destroy the bridge. That of course countered our last word and we went forward to destroy at this time, and were met by a newly appointed ARVN Ground Commander who hastily organized Brigade Commander for the whole area. He had just arrived. He said, "that he had been given orders by the Division Commander not to destroy the bridge." I informed him that I had been given instructions twice from two different Commanders to destroy the bridge and that I intended to do so. It would be prudent if we all moved back from the bridge as the bridge and its present stance was getting ready to go up at any minute, particularly since those electric caps inplaced. We moved back from the bridge and he was awaiting instructions from his Division Commander when almost simultaneously there arrived a flight of Vietnamese Air Force A-ls to conduct a flying mission on the north side of the river. While these A-ls were bombing, the bridge detonated, and it was of course destroyed. It dropped the entire span from the south bank all the way to the first connection and completely devasted the bridge - made it totally unusuable for any sort of traffic. The bridge alongside dedonated at the same time and destroyed it, at the same time of course. Now that the bridge was destroyed we were in much better position to defend Dong Ha. The Tank Force Commander deployed troops from each of the companies, the tank troops. We went into positions, defensive positions all around the city. We had no reinforcements as of yet. The enemy was continuing its artillery attack and also heavy small arms and direct fire weapons from the north bank. He had not as yet attempted any infiltration. The Vietnamese Air Force A-ls which were conducting flying missions immediately on the north bank of the river, just on the other side. Certainly (Recording Break). We were receiving very heavy ground fire and apparently enemy aircraft fire, probably 37 MM guns. It was quite obvious enemy aircraft fire and not just artillery fire. Suddenly while we were standing on a tank and observing, a SAM missile left the deck and in very short order inpacted into one of the A-ls, turning it into a ball of fire immediately. Miraculously the pilot managed to get out and floated very close to the bridge, and unfortunately onto the north bank. We requested permission to pick him up, and we were denied. We were not to cross the river and attempt any rescue. This situation probably stablized at this point, and for the rest of the day it was defense from both sides. We returned fire to the north bank of the river, and the enemy did not attempt to cross the river during daylight hours. We continued to receive indirect fire from enemy artillery and quite a bit of small arms along the river itself. That evening the enemy did attempt to cross the river, and managed to get a number of it's forces across. However, they were intercepted right at the foot of the bridge, along the LST ramp to the right of the bridge some couple of hundred meters. They attempted to get through Dong Ha village which is to the left (west) of the bridge and they were stopped there. No enemy got past Route 9, nor did they get south of the village itself. They were all stopped there by the Marines in postion and by tank fire. The village was held that evening, and throughout that evening we had heavy resistance in the village, heavy incoming. We also had reports of tanks attempting to move, that is we had visual sights of tanks moving west along a secondary road leading from Route 1 toward the village of Cam Lo. We saw some 20 tanks moving at night along that road. Going back to that day, the air credited themselves with four tank kills on the road itself. They reported to us they had killed four tanks there. We had managed to engage one tank on Route 1 north of the bridge from a position west of Dong Ha where Route 1 was visible. We could actually see Route 1, and we could see the flanks of the tanks and the tankers undertook it and destroyed it, the tank there. They feel that they probably damaged a second tank, but they were not sure. However, they reported to us the next day that there were seven tanks destroyed just north of the bridge. The defense at Dong Ha was continuous throughout the day and evening, and during the evening we received reports of more tanks proceeding toward, not necessarily toward Dong Ha, but along Route 9 in the vicinity of Vandergrift Valley. We had reports of tanks moving through the valley. We also had reports of tanks attempting to get to Cam Lo to cross the remaining bridge there. We used very heavy air and naval gun fire assets to intercept them plus the artillery which was established at the time. And the nex~ day things stablized and we got more artillery batteries in place, gained much more support and that as necessary. We never did receive a serious tank threat from the west during those first two or three days. But the enemy did manage to get a number of infantry forces across at Cam Lo. On two occasions the tank and heavy force, the perimeter which we had established around the Dong Ha base. On one particular evening, I think it was the 5th, they attacked our Bravo Command Group which had a company of Marines and a company of tanks, and estimated battalion strength where they were beatened back during the evening with the assistance of a Spooky Gun Ship (AC-130 Aircraft) and very heavy artillery support. The next morning we found 72 dead and uncovered a number of weapons. Throughout this week, for the period of one week, the 3rd Marine Infantry Battalion Vietnamese and the supporting Tank Battalion, by themselves these two battalions, defended Dong Ha without losing a square inch, or as much as a grain of sand. The enemy infiltrated into the southern bank of the river and in the vicinity of the railroad bridge. The Marines pushed them back out of that area and back across the river accumulating some 150-200 firmed kills. The enemy also managed to get into positions south of Route 9 at one point along the backroad exit of Dong Ha Combat Base. They were surrounded there, and we killed 33 enemy there, killed a company XO, captured four radios, and lost only three (Vietnamese) Marines killed in that action. We lost two tanks damaged. No tanks destroyed, only two tanks damaged throughout this defense. The Marine Battalion was relieved of the defense of Dong Ha, and moved into reaction supporting rolls in the vicinity of Dong Ha Combat Base when an Army Battalion moved forward. However, the Army Battalion had a good bit of difficulty in holding Dong Ha itself and the adjoining defenses that we had established. It was necessary two days later to again put the Marines back into the defense and try to put an area defense. This was not successfully completed, when only one day later on Saturday, the last day of our week long defense, we were relieved of the defense of Dong Ha by a Ranger Group consisting of 300 men. We moved back into the defense of Quang Tri Combat Base where we now are. [End: Major Ripley's Comments] [Comments by: Lt. Col. G. H. Turley] On 23 April Col. Joshua Dorsey III, who was at that time the Senior Marine Advisor to the Vietnamese Marine Corps here in country, felt that this tape was of such immediate interest that it should be mailed to the Commandant of the Marine Corps. On 26 April 1972 the tape was then mailed to the Chief of Staff, the Commandant of Headquarters Marine Corps.

In this episode, Chaplain (Ltc.) Jacob Scott talks with Maj. Gen. John L. Gronski Gronski (U.S. Army, Retired) Gronski is a proven combat leader with over forty years' service in the United States Army, including active duty and in the Pennsylvania Army National Guard. His military assignments include the 28th Infantry Division; Brigade Commander of 2nd Brigade, 28th Infantry Division in Ramadi, Iraq, where he led 5,000 Soldiers and Marines in combat; Brigade Commander of 55th Brigade, 28th Infantry Division; and Military Liaison Team Chief in Lithuania. Also, Gronski has written two books, The Ride of Our Lives, which chronicled a cross-country family bicycle trip in 1983, and Iron-Sharpened Leadership: Transforming Hard-Fought Lessons into Action (2021). (Audio engineering by Paul Rushing, Oregon National Guard Public Affairs) resiliency, leadership, organizational leadership, mentoring, faith and hope

This week, we're continuing with our countdown of the top 10 most-downloaded episodes of the FourBlock Podcast since it first launched in the fall of 2019. Number three on the countdown is a conversation with Deputy Secretary of the Department of Homeland Security and retired Army Colonel John Tien, originally released on January 13, 2020 and recorded when John was serving as a managing director with Citigroup. In this episode, Tien discusses his incredible service, the impact of his time in the Army on his family, and the similarities and differences between leading troops in combat and teammates at Citigroup. If you are a civilian seeking to better understand military service or a veteran trying to learn how to most effectively transition military leadership principles to a corporate environment – this is a must-listen episode! Prior to becoming the Deputy Secretary of Homeland Security, Tien spent ten years serving in senior executive roles in the critical infrastructure financial services sector as a managing director at Citigroup. As a chief operating officer, he provided customer service support to tens of millions of customers to include safeguarding their accounts against fraud, data breaches, and other cyber threats. Tien previously served in the Obama Administration as the National Security Council Senior Director for Afghanistan and Pakistan from 2009-2011, the Bush Administration as the National Security Council Director for Iraq from 2008-2009, and the Clinton Administration as a White House Fellow in the Office of the United States Trade Representative from 1998-1999. Tien began his career of public service at the United States Military Academy at West Point where he was the first Asian American to ever serve as the First Captain and Brigade Commander, West Point's top ranked cadet position. For the next 24 years, he served as a U.S. Army combat arms officer, retiring in 2011 at the rank of Colonel. He is a veteran of three combat tours to include serving as the Task Force 2-37 Armor Battalion Commander in Operation Iraqi Freedom. He and his unit were responsible for securing and stabilizing the Iraqi cities of Tal Afar and Ramadi with an emphasis on counterinsurgency operations, community partnership, creating rule of law institutions, and the training of thousands of Iraqi police officers. His military decorations include the Bronze Star Medal with one oak leaf cluster, the Combat Action Badge, and the Valorous Unit Award. Tien holds a Bachelor of Science from West Point and a Master of Arts from Oxford University where he was a Rhodes Scholar, and was also a National Security Fellow at the Harvard Kennedy School.   ABOUT US Welcome to the FourBlock Podcast, a show that examines veteran career transition and the military-civilian divide in the workplace. General Charles Krulak coined the term "Three Block War" to describe the nature of 21st-century military service defined by peace-keeping, humanitarian aid, and full combat. But what happens next? Veterans are often unprepared to return home and begin new careers. We call this the Fourth Block.  FourBlock is a national non-profit that has supported thousands of transitioning service members across the nation in beginning new and meaningful careers.  Mike Abrams (@fourblock) is an Afghanistan veteran, founder of FourBlock, and author of two military transition books. He represents the military transition perspective. Lindsey Pollak (@lindsaypollak) is a career and workplace expert and New York Times bestselling author of three career advice books. Lindsey represents the civilian perspective of this issue.  Veterans, explore new industries and make the right connections. Find a career that fits your calling. Join us at fourblock.org/ Sponsor our program or host a class to equip more of our veterans at fourblock.org/donate. Follow FourBlock on Social Media  LinkedIn Facebook Instagram Twitter Podcast episodes are produced and edited by the Columbia University Center for Veteran Transition and Integration.  

In Episode 54, Bryan Wittmeyer interviews Lieutenant General Ben Hodges, USA (Ret.) the Pershing Chair for Strategic Studies at the Center for European Policy Analysis (CEPA), an organization dedicated to ensuring a strong and enduring transatlantic alliance rooted in democratic values and principles. He served 38 years in the U.S. Army as an Infantry Officer, commanding at every level from Platoon to Brigade Commander, including three operational deployments. They discuss challenges facing the NATO alliance, key areas where we can strengthen the NATO alliance after COVID and why, his most influential lessons as a military leader, and the importance of taking responsibility. LTG(R) Hodges Recommended Reading: -Cathrine the Great: Portrait of a Woman by Robert K. Massie -Peter the Great: His Life and World by Robert K. Massie -Once an Eagle by Anton Myrer -Defeat into Victory by Field-Marshall Sir William Slim -George C. Marshall: Defender of the Republic by David L. Roll -Grant and Sherman Memoirs by Ulysses S. Grant and W.T. Sherman Interested in an interview with a particular leader? Have a question you'd like to hear answered? Contact us @DODReads or podcast@dodreads.com. Finally, head to DODReads for more resources, free books, and interviews with military authors. The views presented in this episode are those of the participants and do not reflect the views of the Department of Defense or its components.

Rob and Christian discuss what it means to be a leader and how great leaders can scale organizations. Rob Campbell is a leadership coach, keynote speaker, and author of two books. Prior to leadership coaching, Rob was an Army Colonel and Brigade Commander for the 101 st Airborne Division where he lead a brigade of nearly 5000 individuals. About risk3sixty: risk3sixty is a security, privacy, and compliance consulting firm that helps high growth technology organizations build, manage, and assess security and privacy programs. Offering services related to SOC 2, ISO 27001, PCI DSS, HITRUST, Virtual CISO, Privacy Programs (GDPR, CCPA, etc.), Penetration Testing, and a GRC Platform built for cloud technology companies, Phalanx. You can learn more about risk3sixty at www.risk3sixty.com.

For Episode 19 of the SOSH Podcast, we interview the former Commander of III Corps, LTG (Ret.) Sean MacFarland. In a conversation with the SOSH Department's MAJ Ryan Van Wie, LTG MacFarland reflected on his time as Brigade Commander of the “Ready First” Brigade during the 2006 Battle of Ramadi and how that experience differed from his time leading the Counter-ISIL campaign of 2015-2016 in Syria and Iraq. He also shares his views on the decision to withdraw US troops from Afghanistan, why mechanized forces are essential for counterinsurgencies, and perhaps most controversially, why the US should get rid of its Airborne units.    Please email us at SOSHresearchlab@westpoint.edu with any comments, critiques, and questions. We are always looking to hear from our listeners, SOSH Faculty Alumni, and friends of the Department.    LTG (Ret.) Sean Macfarland is a non-resident Senior Fellow at Harvard University's Belfer Center for Science and International Affairs. He was the Commander of 1st Brigade Combat Team, 1st Armored Division in 2006 during the Battle of Ramadi, Iraq. In 2015, he commanded III Corps and assumed responsibility of all coalition forces under Combined Joint Task Force – Operation Inherent Resolve.    MAJ Ryan Van Wie is an instructor of International Relations at the US Military Academy, West Point. His research interests include counterinsurgency strategy and civil conflict dynamics.       This episode was originally recorded on May 4th, 2021.   The views expressed in this podcast are those of the speakers. They should not be seen as reflective of the official positions of the US Military Academy, the United States Army, the Department of Defense, or any other government entity. 

Interviews w/ - Judge Sheila Tillerson Adams, Chief Circuit Court Administrative Judge – 7th Judicial Circuit – MD - Alicia Wilson, Vice President for Economic Development at the Johns Hopkins University and Johns Hopkins Health System - Midshipman First Class Sydney Barber, Brigade Commander, U.S. Naval Academy

Show Live-With: “Im not going to be the one to tell myself no. I will prioritize a dream and a vision and put my heart into it. ”Bio:  Barber is decorated with many awards and accolades under her belt. She's an Illinois-native and a mechanical engineering major, hoping to join the Marine Corps after time at the Academy.        +    She is a  walk-on sprinter and hurdler of the Navy Women's Varsity Track and Field team.She has lettered all three years of competing.She  is a USNA record holder for the outdoor 4x400m relay.She is the co-president of the Navy Fellowship of Christian Athletes Club.She is Secretary for the National Society of Black Engineers.She is a Member of the USNA Gospel Choir and Midshipman Black Studies Club.She served as the 13th company's executive officer this past Plebe Summer and currently serves as the brigade's 1st regiment executive officer.Sydney is humbled with the awarding of the esteemed position. “Earning the title of brigade commander speaks volumes, but the title itself is not nearly as significant as the opportunity it brings to lead a team in doing something I believe will be truly  special,” she explains in a statement, “I am humbled to play a small role in this momentous season of American history.”Barber is a graduate of Lake Forest High School in Illinois, and as a mechanical engineering major, she aspires to commission as a Marine Corps ground officer. As a member of the Navy Women's Varsity Track and Field team, she has lettered all three years of competing and is a USNA record holder for the outdoor 4x400m relay. Barber is also the co-president of the Navy Fellowship of Christian Athletes Club, secretary for the National Society of Black Engineers, and a member of the USNA Gospel Choir and Midshipman Black Studies Club. Barber is currently the brigade's 1st regiment executive officer. Topics Covered in this Episode:What Does Glad To Be Here mean as a Brigade commander Serving kids in India Defining core values and establishing a purpose The responsibility of serving as a Brigade CommanderThe Power of Investing in oneself Setting goals and having dreams The Best lessons of leadershipPassing the batonGiving energy to others and your teams for collective success How track and field improves teamwork and communityNavy Track and Field  -https://www.instagram.com/navytf/ Please follow us on- Twitter - @JohnFoleyInc - https://bit.ly/2FRF3G9 Instagram @gladtobehere - https://bit.ly/2FRXo6a Facebook - @johnfoleyinc - https://bit.ly/33OBtVx Linkedin @johnfoleyinc - https://bit.ly/33QtCGT Youtube - @JohnFoleyInc.- https://bit.ly/33NDpNZ The Glad To Be Here Foundation - http://www.gladtobeherefoundation.org John Foley Inc Website - https://johnfoleyinc.com 

Residents of Ketu-speaking villages in Yewa North Local Government Area, Ogun State were intimidated by soldiers who escorted herdsmen to graze in the communities. The Fulani Herdsmen crisis remains a major problem in Nigeria.The commotion has forced traditional rulers in the affected communities to write a save-our-soul petition to the Nigerian Army authorities demanding protection from the harassment of soldiers and herdsmen.According to The Nation, one of the victims is Seye Mulero, who was severely injured in Ubeku village in Yewa North and is currently receiving medical treatment.The herdsmen, who had left the village after the villagers rejected their continued presence, suddenly resurfaced at about 2 pm on December 19, 2020, with a handful of soldiers from the 35 Artillery Brigade, Alamala, Abeokuta.The soldiers headed straight for the palace of the community's traditional ruler, Chief Olaleye Adigun, calling out the villagers and warning them against preventing the evicted herdsmen from returning to the village.In the middle of this strange encounter, Mulero told the soldiers that the herders would not be allowed to remain in the community because of their brutal killing of residents and the destruction of their farmlands in recent times.Mulero said, “Everyone was frightened by the action and utterances of the soldiers, but I summoned the courage to tell them how a Geography teacher Mr. Yomi Akinola and two students of Community High School, Ibeku, among others, were killed by the herdsmen while our women were raped and killed on their ways to the farm.”But Mulero and Ubeku village were not the only person and area that tasted the bile of the soldiers who escorted the herdsmen in a military patrol van from one village to another. Innocent indigenes of Iselu, Ibeku, Agbon-Ojodu, Asa and other villages were also harassed and assaulted by the soldiers at the instance of the herdsmen.After leaving Ubeku, the herders and the complicit soldiers moved to neighbouring Asa, where they reenacted the Ubeku scenario, causing the hapless villagers to panic.At Asa, the herders sighted Mulero's brother, Gabriel Mulero, accusing him of being among the crowd that jeered them after his brother was beaten up.There and then, the soldiers seized the young man, giving him some deafening slaps and kicking him mercilessly before whisking him away to a neighbouring village, Agbon-Ojodu, where they dropped him off after elders of the community pleaded for his release.Worried by the development, monarchs of the affected communities petitioned the Nigeria Army over alleged connivance of its men with herdsmen to assault and harass villagers.The monarchs are the Oniggua of Iggualand, Oba Micheal Adeleye Dosumu; the Eselu of Iseluland, Oba Akintunde Ebenezer Akinyemi; and the Alademeso of Igan Alade, Oba Gabriel Olukunle Olalowo.The petition titled ‘matter of urgency' dated January 7, 2021, signed by their lawyer, Mr. Olaoluwa Folalu, was addressed to the Brigade Commander of 35 Artillery Brigade, Alamala, Abeokuta.

Professor Hal Sosabowski , University of Brighton, discusses the formation of the First Polish Independent Parachute Brigade, and its combat debut during Operation Market Garden. Hal is the great grandson of the Brigade Commander, Major General Stanislaw Sosabowski.

[Recorded on 14 November 2020] The fellas acknowledge all the listeners and viewer since the PTSF “Launch Day” and respond to a few questions from listeners.  Damo asks Damon what kind of inspector he plans to be.  Damo gives a PSA on Powerpoints. Who really likes those things anyway? The Goats discuss the results of the recent President election and congratulate Kamala Harris on making history. They touch on working as a military member under a President that you may not particularly agree with.  Congrats to Sydney Barber on becoming the Naval Academy's first black woman Brigade Commander.   Tired of squinting to see rank tabs on the Type III NWUs? The Navy has instituted a change that has been heavily debated since the announcement; the Goats give their takes on the update. The two discuss “smokers” and Damon shares one of the craziest experiences that he witnessed in a Repair Locker. Navy Seal “winning.” Main topics: Diversity at the naval academy, importance of diversity training and the “Fat Leonard” scandal. These topics plus many more on this week's episode.   Links and more information: Steel Beach Designs:  https://www.etsy.com/shop/SteelBeachDesigns?fbclid=IwAR2vo4GkvZRqWzG7UqxYFMIVlXSIqvnU_cdfTKrQhfN9PFreiAvwlp50PBc Sydney Barber:  https://www.npr.org/2020/11/19/936638167/the-1st-black-female-brigade-commander-at-naval-academy-i-have-the-heart-to-do-i Military Pay Charts: https://militarybenefits.info/2021-military-pay-charts/ Alternate Rank Tab: https://www.navytimes.com/news/your-navy/2020/10/30/sailors-will-now-have-an-alternative-rank-insignia-option-for-navy-woodland-cammies/ Navy Seals Nigeria Hostage: Seal Team 6 (Oct 31):  https://www.militarytimes.com/news/your-military/2020/10/31/us-forces-rescue-american-hostage-in-nigeria/ Midshipman Racist Post:  https://www.google.com/amp/s/www.capitalgazette.com/education/naval-academy/ac-cn-chase-standage-naval-academy-lawsuit-20201001-ucldd5yhxfb4rcljjdt6rc2h6y-story.html%3foutputType=amp Diversity training & Task Force One: https://www.military.com/daily-news/2020/11/06/navy-orders-halt-diversity-training-discrimination-study-will-continue.html/amp Fat Leonard Scandal: https://timesofsandiego.com/military/2020/10/30/former-navy-chief-petty-officer-sentenced-for-role-in-fat-leonard-bribery-scheme/amp/   Damon's Book of the Week:  Building A StoryBrand (Written by Donald Miller) https://buildingastorybrand.com/   Damo's Book of the Week:  Hustle Harder, Hustle Smarter (Written by Curtis “50 Cent” Jackson) https://www.amazon.com/Hustle-Harder-Smarter-Curtis-Jackson/dp/006295380X   Honorable Mention:  Pre-Order Intermission II: A Poetry Collection (written by Alana M. Abernethy) https://www.alanamabernethy.com/   Movie Reviewed: Lone Survivor   Intro Music Produced by: Lim0   Logo Artwork/Design by: Natashya Vince

Meet Ryan Chapman, the Brigade Commander at USNA. Dive into the mind of the man who works with senior leadership daily as we discuss his goals for the semester and how we can get the most out of the challenges we face on all levels of the Brigade.

When Rob Campbell became a Brigade Commander in the US Army, he developed the knowledge and skills necessary to analyze and construct effective, large scale organizations. With an effective leadership style and a focus on the personal rather than the personnel, Rob led the top ranked brigade of 34 Army wide, and his unit excelled in benchmarks like personnel performance, soldier retention, and promotion rates. It was this success that inspired Rob to launch his civilian career as a business consultant upon his retirement after 27 years of active duty. Rob Campbell is the Founder and CEO of Investing in People Consulting and Coaching LLC, an organization that strives to identify areas where businesses can improve in order to make their employees more invested in their respective organizations using transparents, humble, and personal ways. Rob also serves as the Executive Director of VetToCEO, an organization that helps veterans, active, and reserve members of the military develop their own businesses as entrepreneurs. His commitment to the military community is demonstrated by  the availability of the program to the community -  VetToCEO is a free virtual program. Rob's career in the military was not a path he originally imagined taking. After being cut from the basketball team in college, Rob's eye caught a poster advertising the ROTC program and the National Guard. Inspired by family members who had previously served the nation, Rob joined the ROTC program and embarked upon what would become a 27 year career in the military. After graduating from the Massachusetts College of Liberal Arts with a Bachelor's degree in Business Administration, he earned his commission into the U.S Army. Rob's dedication and hard work led to commands from the squadron level to taking leadership and command of the 1st Brigade, 101st Airborne Division in 2013. He has a Masters in Administration from Central Michigan University and a Masters in Strategic Studies from the United States Army War College. Rob is the author of It's Personal, not Personnel: Leadership Lessons for the Battlefield and the Boardroom, a book encouraging leaders to invest in their members in order to increase performance, readiness, and retention. And a second book recently released a second book, At Ease: Enjoying the Freedom you fought for - A Soldier's Story and Perspectives on the Journey to an Encore Life and Career. We placed Rob in the Spotlight to discuss his Army experience, the power of military discipline, and how organizations can improve by their investment in their members. Learn more about Rob in our show notes  https://veterancrowdnetwork.com/2020/07/veterancrowd-spotlight-rob-campbell-leadership-lessons-from-the-battlefield-to-the-boardroom/ Subscribe to the VeteranCrowd Network https://veterancrowdnetwork.com/contact/

Colonel Brett Sylvia is a graduate of the United States Military Academy, West Point. He has served as a Battalion Commander in Afghanistan with the 82nd Airborne Division. Brett is currently serving as the Brigade Commander of the 2nd Infantry Brigade Combat Team of the 101st Airborne Division currently serving in Iraq. Brett brings an incredible perspective to leadership having served multiple combat tours over the past two decades.   “Leadership is about taking people to where they may not have gone on their own.” “As you empower others failure is inevitable, how are you going to deal with it?” “When failure came he didn't berate us, he didn't yell at us, he didn't tell us that we were stupid, or that was completely foreseeable, how come we didn't see it. he brought us in again… first he would look internally and say, ok did I give them good enough guidance, did I train them well enough, and then would bring you in and say let's talk about what happened, where did this go wrong, how can we do better how can we move forward from this point.”   Brett discussed his experience at West Point, and the power of receiving feedback from a peer that he carries with him to this day. That receiving the right information at the right time from others can shape your self-awareness.   He explained his thoughts on challenging people in his organization. He describes the fine line of following through with what people say they want versus what they need and what they truly want. It is about finding a balance and priorities.   Empowering others is a focus point for Brett. He explained this as an essential component of his leader development strategy, to give intent and guidance and allow subordinates to fail. Failure is essential in learning for both your subordinate and for yourself as a leader.   Brett's failure to get a White House Fellowship position, he described his internalization of advice as a reason for his failure. This advice kept him from being truly authentic in the moment of his interviews. He tied this directly to self-awareness as a key component of being a great leader.   Experiencing growth in personal self-awareness is in Brett's words aided in difficult and trying times. Taking those “Ranger School” type opportunities that push you to the brink of failure and trying times that cause you to ask deeply who you are and what drives you.   Brett also talked about his extremely challenging experiences as a leader of a combat engineer platoon leader in Bosnia. The first US military unit in the area since the signing of the Dayton Accords following the hostilities. His efforts were focused on clearing mines placed by both sides of this conflict.   Part of leadership development is knowing that they are not “fully cooked”. He described the Army as a “leadership laboratory” that is designed to develop them. This is a key component that all individuals in all organizations should recognize, that even if you are hiring an individual to lead a part of your organization, no one is perfect. By making leadership development a key component of what you do not only makes learning from your mistakes part of the job, but also a responsibility of everyone in the organization. Brett describes the difference between commitment and dedication. “In commitment there involves some sacrifice.” Bret give some amazing wisdom focused in on balance and priorities. How there are often seasons of priorities towards family, friends, and others for work. Brett spoke to this directly to the idea of expectations.   Finally, Brett discussed his relationship with his wife, and dealing with high demand positions and jobs. He gave key ideas for how to have a successful relationship.   You can find Brett at his LinkedIn Page https://www.linkedin.com/in/brett-sylvia-884989

Colonel Jill Morgenthaler draws from her vast experiences to combine broad wisdom principles with tactical tips that are valuable both on the battlefield and in the workforce.You'll Learn:What it takes to stare down Saddam HusseinThe effects of radiating confidence – and how to do itHow to succeed in any project with several courses of actionAbout Colonel JillColonel Jill Morgenthaler was one of the first women to enter an experimental class for women in the US Army ROTC and train as an equal with men. She was the first woman Battalion Commander in the 88th Regional Support Command Division and the first Brigade Commander in the 84th Division. She was also the first woman to be put in charge of Homeland Security for the state of Illinois. She received the Bronze Star and the Legion of Merit for her leadership. During her military career, Colonel Jill led hundreds of men and women around the world in war and peace. She is a sought-after keynote speaker and author of the book The Courage to Take Command: Leadership Lessons from a Military Trailblazer.Items Mentioned in this Show:Website: ColonelJill.comBook: The Courage to Take Command: Leadership Lessons from a Military Trailblazer by Jill MorgenthalerWebsite: AvanooAudiobook: Alexander Hamilton by Ron ChernowView transcript, show notes, and links at https://awesomeatyourjob.com/ep96See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.