Stepping up in Iraq Posted by: McQ
on Thursday, September 22, 2005
It seems that the recent Tall Afar offensive in Iraq has been mostly an Iraqi affair, and they're stepping up rather well:
The Tall Afar offensive, which began Sept. 2, is the largest urban military operation in Iraq since November's siege of Fallujah. Unlike many previous joint offensives, however, it is the Iraqi army that has the majority of the soldiers on the ground—5,000 of the roughly 8,500 troops involved—that does the most intense fighting and that pays the heaviest price. At least nine Iraqi soldiers have been killed during the operation, compared with one American.
That's not to say all is rosy or everything is in order or working. There's still a heck of a lot of work and training to do:
The assault on Tall Afar has also highlighted the fact that American forces still provide their Iraqi counterparts with significant logistical support as well as leadership in the form of advisers operating at the small-unit level.
[...]
"There is a definite lack of junior-level leadership among the Iraqi forces," said Lt. Col. Gregory Reilly, who commands the 3rd Armored Cavalry's 1st Squadron.
What Reilly is alluding to is the development of Non Commissioned Officers, or NCOs. They are the backbone of any army and are the soldiers who make it run, provide the leadership and the continuity necessary to an effective fighting force.
Unfortunately they take the longest to develop as well. As we've noted here a few times in the past, NCOs take 3 to 5 years to develop and be effective. We once tried a 'shake-n-bake' NCO course in the US Army, which attempted to make instant NCOs. It doesn't work, because while you can develop leaderhip skills in a relatively short time, you can't develop the experience necessary to go with those skills. That simply is a matter of time and there are no effective shortcuts for that.
And, of course, good NCOs also train junior officers (although junior officers don't like to admit that). There's many a general today who remembers with, some fondness, his first platoon sergeant who took him under his wing as a young 2LT and didn't even know what the ropes looked like, much less how to learn them.
Nope, there are officers and there are soldiers, but an army is only as good as its NCOs. That's why ours is so outstanding. It's also why we know we still have some years of training ahead of us to make Iraq's army a good one.
But to their credit, as demonstrated in Tall Afar, the Iraqis are showing their willingness, with their blood, to fight for their country, despite the huge challenges and problems their country faces.
And it has been forever thus. There were always at least two types of shavetails (0-1’s). The kind that thought they knew more than the first sergeant, and the kind that knew they did not. The latter always had much better results than the former. The tactic that generally converted the former into the latter was the "ever obeying first sergeant" trick. In this tatic, the first sergeant gives a cheerful "yes sir" to every order uttered by the unsuspecting shavetail. Before long, the unit is in chaos. Why? Because the kind of orders emitting from the know-it-all shavetail’s mouth are often contradictory and just plain stupid. From this chaotic situation, the shavetail eventually wonders out loud how his unit got to this sorry state. The answer is the inevitable, "I don’t know sir, I was just following your orders". Then the light bulb goes on for all but the dimmest.
Yes, the army is run by its NCO’s, and Iraqs have a ways to go yet. But the dedication and determination seem to be there and the more success the IDF has, the more support it will get from the people. It is a win-win situation unless you name is Zarqawi.
I spent my "shavetail" period learning the ropes in GY. By the time I got to ’nam to command a rifle platoon, I knew them well enough to pull my platoon sergeant aside as soon as I was inserted in the jungle to join my new platoon. I let him know that I valued his judgment explicitly, and that, for the first weeks at least, I would lean on him for decisions that allowed the time to mull over. I was never disappointed in his judgment. And he was wise enough to know that he needed to defer to me as the decision maker.