Dear Grumpy Advice on Teaching in Today's Classroom Good News for a change! Hard Nosed Folks Both Good & Bad Leadership of the highest kind War Well I thought it was neat!


By Colonel James E. Moschgat, Commander of the 12th Operations Group, 12th Flying Training Wing, Randolph Air Force Base, Texas

William “Bill” Crawford certainly was an unimpressive figure, one you could easily overlook  during a hectic day at the U.S. Air Force Academy.  Mr. Crawford, as most of us referred to him back in the late 1970s, was our squadron janitor.
While we cadets busied ourselves preparing for academic exams, athletic events, Saturday morning parades and room inspections, or never-ending leadership classes, Bill quietly moved about the squadron mopping and buffing floors, emptying trash cans, cleaning toilets, or just tidying up the mess 100 college-age kids can leave in a dormitory.  Sadly, and for many years, few of us gave him much notice, rendering little more than a passing nod or throwing a curt, “G’morning!” in his direction as we hurried off to our daily duties.
Why?  Perhaps it was because of the way he did his job-he always kept the squadron area spotlessly clean, even the toilets and showers gleamed.  Frankly, he did his job so well, none of us had to notice or get involved.  After all, cleaning toilets was his job, not ours.  Maybe it was is physical appearance that made him disappear into the background.  Bill didn’t move very quickly and, in fact, you could say he even shuffled a bit, as if he suffered from some sort of injury.  His gray hair and wrinkled face made him appear ancient to a group of young cadets.  And his crooked smile, well, it looked a little funny.  Face it, Bill was an old man working in a young person’s world.  What did he have to offer us on a personal level?
Finally, maybe it was Mr. Crawford’s personality that rendered him almost invisible to the young people around him.  Bill was shy, almost painfully so.  He seldom spoke to a cadet unless they addressed him first, and that didn’t happen very often.  Our janitor always buried himself in his work, moving about with stooped shoulders, a quiet gait, and an averted gaze.  If he noticed the hustle and bustle of cadet life around him, it was hard to tell.  So, for whatever reason, Bill blended into the woodwork and became just another fixture around the squadron.  The Academy, one of our nation’s premier leadership laboratories, kept us busy from dawn till dusk.  And Mr. Crawford…well, he was just a janitor.
That changed one fall Saturday afternoon in 1976.  I was reading a book about World War II and the tough Allied ground campaign in Italy, when I stumbled across an incredible story.  On September 13, 1943, a Private William Crawford from Colorado, assigned to the 36th Infantry Division, had been involved in some bloody fighting on Hill 424 near Altavilla, Italy. The words on the page leapt out at me: “in the face of intense and overwhelming hostile fire … with no regard for personal safety …  on his own initiative, Private Crawford single-handedly attacked fortified enemy positions.” It continued, “for conspicuous gallantry and intrepidity at risk of life above and beyond the call of duty, the President of the United States …”
“Holy cow,” I said to my roommate, “you’re not going to believe this, but I think our janitor is a Medal of Honor winner.” We all knew Mr. Crawford was a WWII Army vet, but that didn’t keep my friend from looking at me as if I was some sort of alien being.  Nonetheless, we couldn’t wait to ask Bill about the story on Monday.  We met Mr. Crawford bright and early Monday and showed him the page in question from the book, anticipation and doubt in our faces.  He starred at it for a few silent moments and then quietly uttered something like, “Yep, that’s me.”
Mouths agape, my roommate and I looked at one another, then at the book, and quickly back at our janitor.  Almost at once we both stuttered, “Why didn’t you ever tell us about it?”  He slowly replied after some thought,   “That was one day in my life and it happened a long time ago.”
I guess we were all at a loss for words after that.  We had to hurry off to class and Bill, well, he had chores to attend to.  However, after that brief exchange, things were never again the same around our squadron.  Word spread like wildfire among the cadets that we had a hero in our midst-Mr. Crawford, our janitor, had won the Medal!  Cadets who had once passed by Bill with hardly a glance, now greeted him with a smile and a respectful, “Good morning, Mr. Crawford.”
Those who had before left a mess for the “janitor” to clean up started taking it upon themselves to put things in order.  Most cadets routinely stopped to talk to Bill throughout the day and we even began inviting him to our formal squadron functions.  He’d show up dressed in a conservative dark suit and quietly talk to those who approached him, the only sign of his heroics being a simple blue, star-spangled lapel pin.
Almost overnight, Bill went from being a simple fixture in our squadron to one of our teammates.  Mr. Crawford changed too, but you had to look closely to notice the difference.  After that fall day in 1976, he seemed to move with more purpose, his shoulders didn’t seem to be as stooped, he met our greetings with a direct gaze and a stronger “good morning” in return, and he flashed his crooked smile more often.  The squadron gleamed as always, but everyone now seemed to notice it more.  Bill even got to know most of us by our first names, something that didn’t happen often at the Academy.  While no one ever formally acknowledged the change, I think we became Bill’s cadets and his squadron.
As often happens in life, events sweep us away from those in our past. The last time I saw Bill was on graduation day in June 1977.  As I walked out of the squadron for the last time, he shook my hand and simply said, “Good luck, young man.”  With that, I embarked on a career that has been truly lucky and blessed.  Mr. Crawford continued to work at the Academy and eventually retired in his native Colorado where he resides today, one of four Medal of Honor winners living in a small town.
A wise person once said, “It’s not life that’s important, but those you meet along the way that make the difference.” Bill was one who made a difference for me.  While I haven’t seen Mr.  Crawford in over twenty years, he’d probably be surprised to know I think of him often.  Bill Crawford, our janitor, taught me many valuable, unforgettable leadership lessons.  Here are ten I’d like to share with you.

  1. Be Cautious of Labels.  Labels you place on people may define your relationship to them and bound their potential.  Sadly, and for a long time, we labeled Bill as just a janitor, but he was so much more.  Therefore, be cautious of a leader who callously says, “Hey, he’s just an Airman.”  Likewise, don’t tolerate the O-1, who says, “I can’t do that, I’m just a lieutenant.”
  2. Everyone Deserves Respect.  Because we hung the “janitor” label on Mr. Crawford, we often wrongly treated him with less respect than others around us. He deserved much more, and not just because he was a Medal of Honor winner. Bill deserved respect because he was a janitor, walked among us, and was a part of our team.
  3. Courtesy Makes a Difference.  Be courteous to all around you, regardless of rank or  position.  Military customs, as well as common courtesies, help bond a team.  When our daily words to Mr. Crawford turned from perfunctory “hellos” to heartfelt greetings, his demeanor and personality outwardly changed.  It made a difference for all of us.
  4. Take Time to Know Your People.  Life in the military is hectic, but that’s no excuse for not knowing the people you work for and with.  For years a hero walked among us at the Academy and we never knew it.  Who are the heroes that walk in your midst?
  5. Anyone Can Be a Hero.  Mr. Crawford certainly didn’t fit anyone’s standard definition of a hero.  Moreover, he was just a private on the day he won his Medal.  Don’t sell your people short, for any one of them may be the hero who rises to the occasion when duty calls.  On the other hand, it’s easy to turn to your proven performers when the chips are down, but don’t ignore the rest of the team.  Today’s rookie could and should be tomorrow’s superstar.
  6. Leaders Should Be Humble.  Most modern day heroes and some leaders are anything but humble, especially if you calibrate your “hero meter” on today’s athletic fields.  End zone celebrations and self-aggrandizement are what we’ve come to expect from sports greats.  Not Mr. Crawford-he was too busy working to celebrate his past heroics. Leaders would be well-served to do the same.
  7. Life Won’t Always Hand You What You Think You Deserve.  We in the military work hard and, dang it, we deserve recognition, right?  However, sometimes you just have to persevere, even when accolades don’t come your way. Perhaps you weren’t nominated for junior officer or airman of the quarter as you thought you should – don’t let that stop you.
  8. Don’t pursue glory; pursue excellence.  Private Bill Crawford didn’t pursue glory; he did his duty and then swept floors for a living. No job is beneath a Leader.  If Bill Crawford, a Medal of Honor winner, could clean latrines and smile, is there a job beneath your dignity?  Think about it.
  9. Pursue Excellence.  No matter what task life hands you, do it well. Dr. Martin Luther King  said, “If life makes you a street sweeper, be the best street sweeper you can be.” Mr. Crawford modeled that philosophy and helped make our dormitory area a home.
  10. Life is a Leadership Laboratory. All too often we look to some school or PME class to teach us about leadership when, in fact, life is a leadership laboratory.  Those you meet everyday will teach you enduring lessons if you just take time to stop, look and listen.  I spent four years at the Air Force Academy, took dozens of classes, read hundreds of books, and met thousands of great people.  I gleaned leadership skills from all of them, but one of the people I remember most is Mr. Bill Crawford and the lessons he unknowingly taught.  Don’t miss your opportunity to learn.

Bill Crawford was a janitor.  However, he was also a teacher, friend, role model and one great American hero.  Thanks, Mr. Crawford, for some valuable leadership lessons.
Dale Pyeatt, Executive Director of the National Guard Association of Texas, comments:  And now, for the “rest of the story”:  Pvt William John Crawford was a platoon scout for 3rd Platoon of Company L 1 42nd Regiment 36th Division (Texas National Guard) and won the Medal Of Honor for his actions on Hill 424, just 4 days after the invasion at Salerno.
On Hill 424, Pvt Crawford took out 3 enemy machine guns before darkness fell, halting the platoon’s advance.  Pvt Crawford could not be found and was assumed dead.  The request for his MOH was quickly approved.  Major General Terry Allen presented the posthumous MOH to Bill Crawford’s father, George, on 11 May 1944 in Camp (now Fort) Carson, near Pueblo.  Nearly two months after that, it was learned that Pvt Crawford was alive in a POW camp in Germany.  During his captivity, a German guard clubbed him with his rifle.  Bill overpowered him, took the rifle away, and beat the guard unconscious.  A German doctor’s testimony saved him from severe punishment, perhaps death.  To stay ahead of the advancing Russian army, the prisoners were marched 500 miles in 52 days in the middle of the German winter, subsisting on one potato a day.  An allied tank column liberated the camp in the spring of 1945, and Pvt Crawford took his first hot shower in 18 months on VE Day. Pvt Crawford stayed in the army before retiring as a MSG and becoming a janitor.  In 1984, President Ronald Reagan officially presented the MOH to Bill Crawford.
William Crawford passed away in 2000.  He is the only U.S. Army veteran and sole Medal of Honor winner to be buried in the cemetery of the U.S. Air Force Academy.

Leadership of the highest kind

Being an Officer in the USMC versus The WWII German Army

I am going to post a modified version of the answer I have here (Joseph Scott’s answer to Were US Marines tougher than elite German troops in WW2?), as I indirectly answered this question.

Aside from a few Marines crewing shipboard weapons during landings, the Marines did not face German forces during WWII, so we cannot make a direct comparison. However, we can compare the performance of Marines to US Army units in the Pacific and then US Army units against German ones. In the Pacific, US Marines tended to demonstrate a 70% greater casualty exchange rate per man than US Army units fighting against the Japanese in comparable circumstances. The key phrase here is ‘in comparable circumstances.’ The Marines participated in a number of unnecessary and badly supported head-on beach assaults that resulted in high losses. The Army tended to avoid such showy operations.

Meanwhile, in late 1943 through 1944, the Germans tended to enjoy a roughly 100% superiority in casualties inflicted per man against the US Army. So, looked at like that, average German units were actually slightly better than US Marine infantry by about 17%, while elite units like the Hermann-Goering Panzer-Fallschirmjaeger Division enjoyed casualty exchange rates twice as good as the average German unit.

Looking back famous battle of Belleau Woods in WWI, where US Marines did face the Germans, at the end of the first day, Marine losses were 2.5 times as high as German losses. Using T.N. Dupuy’s numbers for the advantages of a defensive position, and considering the Germans were somewhat outnumbered, this would tend to corroborate the numbers above, suggesting a slight German advantage.

Incidentally, the Germans actually demonstrated superior skill at beach assaults during the Crimean Campaign on the Eastern Front, when they made a division-sized amphibious assault against the extremely heavily fortified position at Severnaya Bay. Rather than alert the enemy to their attack with an extensive preliminary bombardment, German guns held their fire, waiting in support until called upon. Moving over the straight by night, the Germans landed at first light, and assaulted so rapidly that by the time the Russians realised they were under attack, the Germans already had a firm foothold ashore, and quickly overcame the entire Soviet defensive system with relatively light losses, again outnumbered. Bear in mind they were assaulting a beach area that was more extensively fortified than the Atlantic Wall the Allies attacked.

Why? Well, let’s look at how they were trained and selected:

The US Marines had a more comprehensive marksmanship program than the US Army, one which placed much greater emphasis on fire discipline and accuracy. This is born out in combat footage. In a US military study of combat footage from WWII through Vietnam it was observed that Marines, 90% of the time are seen to aim carefully, to fire predominately on semi-automatic when armed with automatic weapons, and to fire off shots on semi-auto more slowly and with greater deliberation. By contrast, Army soldiers are seen to rapidly fire off shots, often emptying their magazine, with less time taken to acquire their a target or assess range. Where the US Army relied on volume of fire, and many officers had little faith in marksmanship under combat conditions, the Marines valued precision shooting.

However, the Germans were known for having a similarly superior marksmanship program which, as far back as WWI and before, placed great emphasis on teaching soldiers to evaluate ranges under combat conditions, to prize accuracy over speed, encouraged concentration of fire to suppress or destroy targets, and taught that one should withhold fire until within effective range to cause significant damage, and preferably until the minimum possible range, to achieve the most decisive effect.

As early as the turn-of-the-century, the Germans had devised pop-up targets and moving targets for marksmanship practice to improve realism. Soldiers who identified a target and evaluated the range were taught to immediately call out this information, so that other soldiers nearby could quickly adjust their sights and engage the target. Every platoon and squad had a designated observer, generally a more senior soldier picked for proven ability to accurately identify range and target, who would report this information to their commander to allow them to assess how best to allocate fire and make sure everyone’s sights were correctly set. In the infantry squad, this individual was typically placed with the machingunner, who was seen as the major source of firepower.

Unlike the US system, where recruits learned on rifles, followed by only cursory familiarisation with their other weapons, unless they were designated a BAR gunner, Germans were trained from the start on rifles, submachineguns, pistols and machineguns, learning how to fire the latter from the bipod, from the very stable four-legged mount made for it, which could be fitted with a scope for accurate fire to 2000m, and even from the hip in “assault fire.” (And yes, this can be done effectively in real life, provided the weapon is braced properly and the range is short. There are a number of accounts of German machinegunners using this technique to good effect against enemy squads caught in the open at 50–75m during assaults.) Those demonstrating the best marksmanship with the weapon were made the machinegunners, but everyone was effectively trained in it’s use to 1000m and could quickly take over the weapon. Every Marine was a rifleman, but every German soldier was both rifleman and machinegunner.

The US Marine Corps had developed a strong tradition and unique sense of espirit d’corps that the Army, outside of a few individual units, lacked. Despite civilian jokes about the narrow-minded, quaint, stubborn ways of the Marines, they had and have the reputation of an elite service, which attracted higher quality volunteers than the Army got. However, Marine training was built on the same psychologically backwards, counterproductive “break them down and build them up” approach the Army used, only with greater intensity and brutality. Random beatings, sadistic hazing and petty harassment were a regular feature of training. This tended to stifle some of the very initiative that would later be encouraged, alienate more intelligent recruits, and leave Marines with mixed, conflicted feelings about the service, something of a love-hate relationship. The Marines also tried to buttress this tradition by wasting a lot of training time on an obsession with such militarily useless matters as Napoleonic marching drill, something they are still famous for their skill at. On top of that, the Marines, like the US Amy, had a centralised depot training system, which meant that initial training was conducted by instructors who would not form part of the recruits’ unit, giving the whole thing a more distant, impersonal, factory assembly line feel.

Drill and ceremony training took up a significant portion of a US Marine recruit’s time.

The Germans, in contrast, had largely discarded hazing as a training methodology, recognising it to be out-dated and counterproductive. Instead of mindless sadism, the Germans tried to make training tough in realistic, combat-orientated ways that soldiers could appreciate as actually teaching important battlefield lessons. Breaking the individual personality of the recruit was frowned on in favour of trying to find and build on strong points in their character. Off duty time in training was far more relaxed, and relations between all ranks considerably more congenial than what was found in the very stratified, class-conscious US services. Officers led the training most of the time, rather than farming it out to NCOs as was the US practice. The Germans created a degree of camaraderie across all ranks that was the envy of every other fighting force.

Contrary to the popular stereotype of the precise German formation doing the Prussian Slow March (“Goose Step”) down the Unter der Linden, as far back as WWI the German Army had begun to discard such drill and ceremony training as useless. Only a few specially selected units such as the Leibstandarte and the Grossdeutschland’s demonstration battalion trained for such displays. Most German soldiers learned only a few rudimentary movements like Present Arms, and instead of marching about in formation, they were drilled in practical combat movement, such as taking cover rapidly under sudden fire, and rushing from cover to cover.

The Germans placed great emphasis on combat movement and fieldcraft, and this proved to be one of the greatest differences between German and Allied units on the battlefield. Much of the fire and movement tactics and fieldcraft practiced by armies today was adapted from the Germans, and where the soldiers of our time might find their Allied counterparts’ battlefield behavior old-fashioned, most of what German soldiers did back then would seem quite familiar and modern.

The Germans retained greater combat mobility by never going into combat with the kind of ridiculous loads many Marines were forced to lug ashore, as they knew that was suicidal. Germans were trained to leave non-essential equipment behind (in their platoon carts in land operations) and were taught to never go into battle with more than 22kg on them. All the other stuff would have be brought ashore by follow-on troops once the beach was taken, in amphibious landings.

Training was conducted by each regiment, so that some of the NCOs and officers conducting training would be going to the front with the new troops, ensuring that they had leaders who were familiar to them, and who were likewise acquinted with them, knowing their strengths and weaknesses. Additionally, German troops were rarely put straight into combat when they reached the front. Instead, frontline units organised their own training courses, so that newly arriving troops could be taught all the latest tactics by the very officers and NCOs who would lead them in battle.

A short anecdote from the training of the SS-Verfungstruppe that would later become 2nd SS “Das Reich” will serve to illustrate a number of German training principles:

‘One of our platoon leaders loved that piece of ground, so we were often “in Paradise.” One Autumn day we marched out through a steady drizzle of rain to “Paradise.” We arrived just as the farmer had finished spreading the area with manure. There was a terrible stink of cows and pigs in the air. The prayer, “Lord let this cup pass from me”, was not granted and on our officer’s lips was a satisfied smile as he explained the tactical situation. He waved his hand across the dung-covered “Paradise” and pointed to a small wood. There, he explained, were the enemy trenches and went on to say that it was our task to carry out an attack and to drive him from those positions.

‘The machineguns opened up and we fired our blanks at the imaginary enemy. Then we had to rush forward and fling ourselves flat. Some recruits tried to find a nice place on which to lie down. This caused our officer to order a new movement. “The enemy barrage is too heavy. As we cannot pass through it we will roll over and over on the ground in order to reach a new assault position. Follow me”, and he flung himself on to that dung covered field and rolled over and over. With rifles pressed between our knees and tight to out chests we, too, rolled over and over, cursing and swearing.

‘We returned to barracks stinking from the filth which encrusted our uniforms. But our officer marched at our head as proud as a Spaniard, as if we had just won a battle. Before he dismissed us he spoke a few words. “Lads, think of this. If we were under fire you would not have time to find a nice place to fling yourself down You would hit the deck quickly, irrespective of whether it was a field of flowers or a pile of shit.” He was right, of course.’

I would draw your attention to the following points from this story:

1.) The officer leads the training personally, and specifically participates in the most unpleasant aspect of it, demonstrating leadership by example.

2.) He explains the tactical situation the exercise takes place in beforehand, and he further explains the specific necessity of the exercise afterwards; the German armed forces made great effort to get recruits to understand the purpose of everything they did, and encourage active, thinking obedience, rather than mindless automaton behavior.

3.) The officer speaks to his troops in a friendly, comradely manner; he is their teacher, and they are his worthy students. He does not treat them with disdain or belittle them.

4.)The officer does not care that the recruits voice dissatisfaction in the form of cursing, so long as they do what is ordered. No special punishment follows for them having the insolence to do this. German soldiers were expected to be willful individuals who had opinions of their own and were free to voice them to a much greater degree than most Allied troops were.

5.) The story shows the great degree to which the German ground forces trained to reflexively and instantly throw themselves flat under fire. Many Allied soldiers hesitated to do so, or preferred to only kneel in place, exposing themselves to fire in the process.

6.) The Germans made great use of lateral movement while prone to confuse the enemy about their location, and frequently altered the exact axis of their attack to find the best place to infiltrate close to enemy positions safely.

Contrary to stereotype, the Germans had long ago abandoned their own mania for precision marching drill in favour of practical combat skills. Note that no NCO is wasting the time to correct these 5th SS-Division soldiers on their casual attitude to Shoulder Arms.

The US Marine Corps’ background as a shipborne, expeditionary service meant the Marines were often deployed in small landing parties, and at one time, in boarding actions that tended to be much more fluid and individualistic than massed field battles on land, leaving them with a much greater tradition of initiative at the small unit level than the Army. To this day the Marines show more comfort with “Mission-type Orders” than the US Army, though the latter has narrowed that gap a fair amount since the 1940s. NCOs typically enjoyed greater autonomy and responsibility than their Army counterparts.

Germans, on the other hand, invented “Mission-type Orders” or Auftragstaktik. Encouraging initiative down to the lowest soldier, stressing wide latitude in executing orders, rapid and flexible reaction to changing events, and thriving in chaos were the hallmarks of the German military. Of all the combatants in WWII, only the Finnish made comparable demands on the tactical thinking and active participation of their lowest-ranking soldiers, and their system had been created by a German officer.

The Germans possessed one final advantage that added to both their initiative and morale: the selection and training of leaders. In the US, a college degree guaranteed (as today) an officer rank, despite the lack of correlation between either the affluence to pay for college or academic success with combat leadership. The Marines did happen to have a much tougher training course for their infantry officers than the Army (modern Marine Infantry Officer’s Course is similar in difficulty to Army Ranger School), however, the difficulty was mostly in the physical intensity, rather than in tactics and leadership. Marine officers could (and still can) often outrun their whole platoon with ease, but typically lacked the degree of practical job knowledge their platoon NCO possessed. Training for a US Marine officer was also much shorter than what his German counterpart received. Marine officer training was around 6.5 months, which is actually less than what a German NCO had to go through.

Additionally, the US has tended towards a ‘management’ style of command that focuses on choreographing what everyone else is doing, but leaving most of the physical leadership to NCOs. Many US officers have chosen to ignore this and lead from the front, but they were the exceptions, rather then the rule, and the system has tended to discourage this behaviour. This command-post leadership creates to a sterile, brittle, and uninspiring command style, which can’t react to events on the spot.

In Germany, merely having an Abitur and an awesome physique wouldn’t guarantee you the coveted silver shoulder straps. First, you had to submit to a detailed psychological examination conducted by a team of officers and psychologists which sought to test your willpower and determination in adversity, your decisiveness and quick-thinking under stress, and your ability to communicate clearly and teach soldiers, with the latter being tested by literally having the candidate try to teach something they knew to some random soldiers loaned to the psychological board. Assuming you got passable marks, you then had to apply to individual regiments. It was up to the colonel of each regiment to interview you, look over your test results and accept you or not. The German Army couldn’t force any colonel to take a given candidate, and there was no quota system. Having gotten this far, the officer-candidate now attended training as a common soldier in the regiment that accepted them, where they were expected to demonstrate exceptional initiative, decisiveness, determination and integrity. They were tested in their squad command abilities repeatedly. If they didn’t really shine in basic training, they simply became a private soldier.

If they passed, then before 1942, they received a promotion to Fahnenjunker-Unteroffizier (Officer Cadet holding the rank of Corporal/Squad Leader) and went on to a 9 month leadership course, the Kriegschule. From 1942, they had to undertake a six week combat tour first. If they did well in battle as a squad leader, they went on to the leadership course. At any point, they could fail and be stuck as a squad leader. Throughout the course, their leadership qualities, particularly their tactical ability was continually scrutinised and tested, and also heavily mentored by the officers running the course. It was a far more intellectually demanding and mentally focused course than the Marine equivelent. Where a US Marine officer candidate engaged in intense athletics every day, and the most common cause of failure in training was injury or physical inability, a German officer cadet spent 1 hour a week on athletics, but 6 hours a week on tactics, 6 on military history, 3 on weapons technology, 3 on combat engineering, 2 on topography, map reading and navigation, and at least an hour each week on each of air defence, communications and automotive engineering. By far the most common cause of failure at Kriegschule was lack of mental ability. German NCOs had to pass a similar 9 month course.

If they passed, then before 1942 they got another promotion to Fähnrich (Ensign, equal to Unterfeldwebel/Sergeant) and went on to a much more difficult 9 month Waffenschule, where they learned how to command troops in their arm of service. From 1942, they again had to undertake a six week combat tour before proceeding to the advanced course. At the advanced course, the same screening, selection and mentoring was repeated more intensely. Many simply stayed NCOs. But even this course only made them Oberfähnrich (Senior Ensign, equal to Oberfeldwebel/Sergeant Major). They the returned to their regiment for an 8 week ‘field probation’ where the officers would scrutinise them to see if they really had what it took to be an officer. Those that finally made it to leutnant rank (which required a final vote by the officers of the regiment) tended to truly be the most gifted soldiers and ablest leaders in their units, in contrast to the ‘Butterbars’ and ‘Shiny Privates’ US enlisted people still joke about.

German officers were expected to know their soldiers to a much greater degree than their US counterparts as well. A company commander would be expected to remember to congratulate a soldier not only on his own birthday, but on those of his parents’ also. German officers at company level were expected to keep up on any problems a soldier was having at home, and to sit down and have a one-on-one talk with every soldier under their command at least once a month, talking about whatever concerned them and trying to address any problems they had. Unless interrupted by sustained combat, a German company would sit down every day while their commander read out current events, which they were given the opportunity to ask questions about. While the National Socialist system encouraged this as a time to disseminate propaganda, in actual practice it was a time when the company would discuss as a unit whatever was on their mind.

Perhaps most importantly, German officers were taught to lead from the front always. Even Field Marshals led attacks in person on many occasions, belt full of grenades and submachinegun in hand. This attitude of always doing more themselves than they asked of their subordinates won a degree of respect and devotion from German soldiers that US officers simply couldn’t compete with. Even the most cynical and fatigued German soldier found it hard to shirk battle when they ran across their 72 year old corps commander digging a fighting hole and preparing to form the rearguard with just himself and his staff. (Which is how Paul Hausser re-established the defensive line that held the Falaise-Argentan gap open long enough for most of Army Group West to escape encirclement.) Individual US officers sometimes displayed this attitude, but in the German Army, it was expected as a matter of course. This is perhaps best illustrated by the story of a request for the award of the Iron Cross 1st Class which reached the desk of Field Marshal Schoerner in late 1944. The citation described how, during an attack, a certain regimental commander had taken up an MG.42 and led the foremost assault platoon in the attack, staying at the very point of the advance throughout the day of fighting, despite being wounded. As a consequence, their division commander recommended they be given the medal. Schoerner, however, angrily scrawled across the citation document: “Every German regimental commander is expected to be at the forefront of their men in attack and defence. This action in no way merits a special award!”

As an example of what I mean, check out some of the officers pictured below, and their decorations for close combat, and for personal destruction of enemy tanks with infantry weapons.

Consequently, though the German Army and USMC possessed many similarities, the Germans held the edge in initiative, leadership and morale.

Leadership from the front:Hauptmann (Captain) Peter Kiesgen, recipient of the Knight’s Cross, with 5 Tank Destruction Badges for the personal destruction of a tank by means of infantry weapons in close combat, instructs Hitlerjugend in the art of tank hunting.

Oberleutnant (Senior Lieutenant) Günther Viezenz, wearing 7 Tank Destruction Badges and his Knight’s Cross. He would eventually win 5 Tank Destruction Badges in Gold and 1 in Silver for destruction of 21 enemy tanks.

Hauptmann Ferdinand Frech, holder of the Knight’s Cross, 4 Tank Destruction Badges in Silver, and the Close Combat Clasp in Bronze for 15–24 days in hand-to-hand combat.

Major Goerg Wenzelburger, holder of the Knight’s Cross, and the Close Combat Clasp in Gold for 78 days of hand-to-hand combat.

This Sturmbannfuehrer (Major) of SS-Standarte Germania wears the Knight’s Cross and Close Combat Clasp in Silver for 25–49 days in hand-to-hand combat.

SS-Brigadefuehrer and Generalmajor der Waffen-SS Sylvester Stadler, holder of the Knight’s Cross with Oak Leaves and Close Combat Claps in Gold for 50+ days of hand-to-hand combat.

Oberst (Colonel) Erich Lorenz, commander of 85.Infanterie-Division, holder of the Knight’s Cross with Oak Leaves, 2 Tank Destruction Badges in Silver, and the Close Combat Claps in Gold for 50+ days of hand-to-hand combat.

Generalmajor Otto-Ernst Remer, holder of the Knight’s Cross with Oak Leaves and Close Combat Clasp in Silver for 25–49 days of hand-to-hand combat.

Leadership of the highest kind This great Nation & Its People

How I see our Senior Political Leadership shaping up

According to Wermacht General Kurt von Hammerstein-Equord

“I divide my officers into four groups. There are clever, diligent, stupid, and lazy officers. Usually two characteristics are combined. Some are clever and diligent — their place is the General Staff.

The next lot are stupid and lazy — they make up 90 percent of every army and are suited to routine duties.

Anyone who is both clever and lazy is qualified for the highest leadership duties, because he possesses the intellectual clarity and the composure necessary for difficult decisions.

One must beware of anyone who is stupid and diligent — he must not be entrusted with any responsibility because he will always cause only mischief.”


Given that, providing that you think that it’s valid, where do you put your political leaders?

Bernie Sanders – Unemployed until middle age, thrown out of a kibbutz because he was lazy, finally found employment in politics where no imagination is required. Turned to communism because it’s a better way to spend other people’s money. Stupid man who learned diligence as a comrade.

Barack Obama – Was a “foreign” student because he could live on free money, and was completely lazy, but seemed to pull through because he was clever. Not a fan of the USA. Became a two term president.

Joe (Slow Joe) Biden – An unimaginative dolt who accepted bribes and wasn’t hoisted on his petard for being creepy because he was a Democrat. Now, a senile old man in his dotage, he aspires to be leader of the Free World. Stupid and lazy. He was suited well for a life in the bureaucracy, not in any sort of leadership.

Donald Trump – Turned millions into billions, was the toast of New York until he became president. Nationalistic, proud American. Sleeps four hours a night, workaholic, hated for not being anointed by the elites the way that Hillary had been. Stylistically bombastic (NY Real Estate Developer), blatantly heterosexual. Clever and diligent.


Leadership of the highest kind

How to get things done – Pulp Fiction's The Wolf Leadership Clip

All About Guns Allies Leadership of the highest kind Manly Stuff One Hell of a Good Fight Soldiering War

Here is one of the Better British war Movie – Zulu 1964 , Let me know about what you think Grumpy

Leadership of the highest kind This great Nation & Its People War

Admiral William Halsey: The US Navy's Raging Bull

The Navies version of General George Patton! Grumpy

Leadership of the highest kind

What the real term "Good Leadership" means

Hard Nosed Folks Both Good & Bad I am so grateful!! Interesting stuff Leadership of the highest kind The Green Machine This great Nation & Its People

The American People always amaze me!
Image result for Putting a P-47 together with hand tools Now just imagine doing this in some Sunny Clime like say Burma. With its 90 plus degrees and almost 100% humidity.
Plus just to make it more fun. Throw in a mess of Bugs whose sole mission in life is to make you super sick & or dead asap!
There is a reason why we admire these Folks so much! Grumpy

Darwin would of approved of this! Dear Grumpy Advice on Teaching in Today's Classroom Hard Nosed Folks Both Good & Bad Interesting stuff Leadership of the highest kind Soldiering Stand & Deliver The Green Machine
Field Manual 22-102  Headquarters

Department of the Army 1 April


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Wall-to-Wall counseling has been around longer than the American military.
Many famed units used it as their primary motivational tool, and some used nothing else. It’s still prevalent in many hardened military units.
The Spartans
The citizens of the city-state of Sparta, Greece, didn’t mess around. Wall-to-wall counseling was the order of the day among the Spartan. The Spartans believed in hard training and hard discipline, and wall-to-wall counseling is about the hardest kind of discipline that there is. The Spartans were feared both in war and at peace, and they worked hard to maintain their image. Babies were quality controlled at the time of their birth, and any not meeting the standards were put on the sides of mountains to die Needless to say, until the day when wall-to-wall counseling completely erased the desire of the citizens of Sparta to perpetuate the race, nobody screwed with these people.
General George S. Patton, the famed World War II tank corps commander was a great fan of wall-to-wall counseling. It showed in the, way he led his troops. He never used a kind word when a foul one would do just as well. One of his most famous wall-to-wall counseling sessions occurred in a field hospital Patton believed that combat fatigue was cowardice, and promised to shoot anyone exhibiting it. On a trip through a field hospital, he ran across a shell-shocked private. When the private claimed that he could hear the shells flying overhead but not exploding, Patton became furious He slapped the soldiers in the head, waved a loaded pistol in his face and called him a pussy. Then he ordered him back to the front to fight “so the brave soldiers in this hospital won’t be contaminated by this coward.” That Patton was not punished as severely as he should have been for this deed shows that wall-to-wall counseling has a place in the US Army.

US Soldiers In action around the world in action!

The South Korean Army
The Army of the Republic of Korea uses wall-to-wall counseling in its daily operation. It is sanctioned and approved by the Ministry of Defense. South Koreans feel that the harsher peacetime is, the less the soldier will notice the hardships of combat with North Korea Wall-to-Wall counseling rises to its zenith with the ROK discipline board This group wall-to-wall counseling session is convened for offenses that would result in punishment by court-martial in the US Army. The soldier walks into the discipline board. Is wall-to-wall counseled, and is carried out of the board, either on a stretcher or on ice. While US Army waIl-to-wall counseling is not likely to result in serious death to the soldier, the Korean discipline board is a model to be emulated by all US Army units.
When should you wall-to-wall counsel?
You should wall-to-wall counsel a soldier when he needs it And all soldiers occasionally need wall-to-wall counseling.
Determining when this most severe of leadership techniques is warranted requires the leader to intimately know his soldiers and be aware of when a soldier is far enough gone that a swat in the head is the only thing that will adjust his behavior.
Minor offenses
Simple infractions can be dealt with quickly by a simple ass-beating. Soldiers appreciate this, as it saves them the hassle of having to visit the commander for UCMJ action.
Soldiers arriving late for military functions should be screened carefully before being wall-to-wall counseled. A soldier who has never before been late would not benefit from having the shit beat out of him; indeed, it will only destroy his motivation. A soldier who has been late for the past four months, on the other hand, is possibly incorrigible and a well-deserved ass-beating would not only be profitable, but enjoyable. Especially if the soldier has caused you to visit the company commander on less-than-friendly terms.
Soldiers who have proven themselves incapable of performing the demands of their chosen profession may indeed be candidates for wall-to-wall counseling. The source of their incompetence must be determined before harsh measures are implemented, though. If a soldier has just graduated from Initial Entry Training and has never performed his job, corporal punishment would not be a good idea. If, on the other hand, he has performed his MOS for the last two years and still does not know shit from Shinola, the soldier deserves his ass beat and it should be performed at the earliest possible opportunity.
Challenging or defying Authority
Soldiers who harass their leaders are prime candidates for ass-beating. In this case, the soldier should not be given an opportunity to try to pull anything on you the second time. If the soldier harasses or ignores you, kick the shit out of him. Enough said.
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Off Soldiers who fart off should be treated the same as those who fuck with their leaders. Any soldier found sleeping in the back seat of their vehicle in the motor pool instead of working on it should be immediately taken in front of his whole platoon and have the shit kicked out of him. No slack can be placed on soldiers of this nature. The rest of the platoon will appreciate you.
Major offenses
Soldiers found guilty of major transgressions will be punished by the military authorities.
A soldier who kills another soldier will probably be shot. However, long wall-to-wall counseling sessions prior to the arrival of the military police are appropriate in cases where the transgression was against another soldier, and are best conducted in the presence of the wronged soldier. If the wronged soldier is still alive, he or she should be invited to join in to the session, as he or she will feel that revenge is called for and participating in the session will help to heal mental wounds caused by the perpetrator.
No offense is as damaging to the victim as rape. Murder does not come close, since the victim is dead and knows nothing. A raped soldier will have psychological scars for the rest of his or her life. A male soldier who is the victim of a homosexual rape is especially damaged, and many commit suicide rather than live with this burden immediate wall-to-wall counseling is required, and it must be so severe that bones are broken. Dimension lumber must be used during this session, and the minimum length of the session is three hours. If any part of the rapist’s body has not been hit with the board, the session is not complete. At least one arm and one leg will be broken during the session and the testicles will be hit at least ten times.
Coming close to rape in its severity is murder. The victim will not be able to participate in the counseling, of course. A long counseling session with a baseball bat and jackboots will be initiated and will continue only until the perpetrator is unconscious. Then the murderer must be revived and beat on some more.
Arson, of course, affects us all. Besides the possibility of losing your life, seeing all your shit go up in smoke and having to sleep in the street for the next three years, arsonists steal unit morale, cohesion and esprit de corps. After all, if you can’t trust someone to not burn your place down, how can you trust him in a combat situation? Arsonists are very simple to counsel. They are to be placed in the burning building and the doors are to be locked.
Robbery, burglary and barracks thievery
These crimes also affect unit morale. When a soldier rips off your stuff, all you want to do is kill him. Well, if it’s your shit, go ahead and do him in. In fact, do more than that. If however, it wasn’t your shit he took, you should let the wronged do the little shit head. Popular punishments for barracks thieves include the soldier falling down the stairs twenty or thirty times. Soldiers have also been penned into their rooms and tear gas powder blown under the door with a hair dryer. Anything cruel is good barracks thieves. In fact, it is best if you hold a formation to make the entire battalion observe the barracks thief being killed. People who do shit like this do not deserve to live, as they are far below contempt. I would rather have Russians distroing message traffic than a barracks thief in the company. And I definitely do not want Russians pulling WSC.
Other serious offenses
There are many serious offenses that require only moderate amounts of wall-to-wall counseling.
These are normally simple offenses, but are compounded by their circumstances. WaIl-to-wall counseling is demanded before these things get out of hand.
Failure to make coffee for the dayhos
A coffeeless dayho is a grouchy dayho, and grouchy dayhos tend to think of stupid shit for us to do. Any trick worker aware that the dayho coffeepot is empty who does not take steps to remedy this condition will immediately be hit in the head with dimension lumber. If they do it twice, they will be sent to ORMA for the next six months to make coffee and type memorandums which forbid trick workers to breathe.
Excessive errors on reports
Reporters who make excessive errors on their reports cause extra work for their QCs. All reporters who are found to have made more than three errors on a report will be hit on the side of the head with a base ball bat.
Some soldiers believe that they are God’s gift to the Army. They believe that they do not need to do Army things, like going to formation and doing PT. Some are so bad, they think they are better than their superiors. This is especially bad when the soldier in question is a college graduate and the super-visor is a high school graduate. These soldiers believe their leaders are bone headed morons and will not listen to them. Others believe that the only measure of a soldier is whether that soldier has been to the Defense Language Institute in Monterey, California. The linguist-nonlinguist battle occasionally gets so bad that there are verbal abuses thrown around in several languages, none of them clean. What is the leader to do? The leader has no one to blame but himself if he does not use wall-to-wall counseling to correct this problem. A quick Jap slap will straighten out this bullshit before it gets any worse.
Determining when wall-to-wall counseling is inappropriate
Although an effective technique when properly used, there are some places where wall-to-wall counseling is the wrong thing to do.
Conducting a wall-to-wall counseling session in front of the 7th Army commander, for instance, would probably not be the wisest decision, as it would probably lead to the initiation of a relief for cause NCOER. However, the presence of high level VIPs should not be the only determinant in the decision to delay or withhold a wall-to-wall counseling session.
Soldier’s physical size
Always consider the size of the soldier before initiating a wall-to-wall counseling session. If the soldier is twice your size and his forearms are bigger than your thighs, and the soldier still requires wall-to-wall counseling, a partner will be required. Details on selecting a partner will be covered in the chapter titled “Preparing for a wall-to-wall counseling session.”
Soldier’s hobbies and interests
While leadership actions rarely require you to take into account the soldier’s hobbies, this is one place where knowledge of what the soldier does for fun may prove immensely helpful. If the soldier is heavily involved in kick boxing, martial arts or just happens to be the world heavyweight wrestling champion, a simple wall-to-wall counseling session may turn into a trip to the hospital for both the leader and his assistants. In such cases, restraint and discipline will prove profitable for all concerned.
Wall-to-wall counseling after drinking binges
Leadership actions should never be conducted while you are impaired by alcohol. Ass-beatings given after a six-pack have three drawbacks:
The soldier will not realize the purpose of the session. He will, instead, believe that you got wasted and beat the shit out of him for no reason whatsoever. You will lose respect m the soldier’s eyes as well as in the eyes of the rest of your unit. The soldier may decide to reciprocate and wall-to-wall counsel you at a later time on your transgression. Since wall-to-wall counseling is a tool only the wise leader who knows his troops intimately can properly use, its use by subordinates who may decide to rashly apply it is inadvisable.
The soldier may decide he has been assaulted and call the military police. Since the MPs take a dim view of leaders who get drunk off their asses and beat up on subordinates, you may find yourself facing a court-martial you never intended to face.
Perhaps most importantly, the leader may have gotten so drunk that the subordinate is able to turn the counseling session into a first-rate ass beating directed against the leader.
Since the hospital will treat your injuries as an “alcohol related incident,” they will call your commander (who may have never read this field manual) who will enroll you in the detox program. The detox program, especially if they put you on Track III (residential treatment facility) rates in the entertainment department right up there with getting checked for the clap.
When counselee is counselor’s sexual partner
In the section about conducting wall-to-wall counseling while under the influence of alcohol, we pointed out that the leader must know his troops intimately in order to effectively counsel them. When the leader knows the counselee too intimately, though, there are bound to be inherent problems with the session. First, you can safely figure that you will never again get into this lady’s pants after the session is done. Second, she will probably tell the commander what the two of you have been doing for the last six months, and then you will have some very heavy explaining to do. Third, but not least, she will tell every other female on post what you did, and then you will get no more pussy for the rest of the time you are stationed at that post…even in the red light district with a fifty dollar bill pinned to your jacket. Therefore, the best advice at this stage of the game is: don’t sleep with your subordinates.
Preparing for a wall-to-wall counseling session
More counseling sessions have been ruined by poor preparation than by anything else.
Wall-to-wall counseling is no different from any other counseling in this respect. However, wall-to-wall counseling imposes its own special considerations due to its violent nature.
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Dress for success–mean and lean
A leader must be properly dressed to gain the respect and confidence of his subordinates. A wall-to-wall counselor’s dress must also inspire confidence. The soldier must be very confident not only that he is going to get his ass beat, but that this man who is standing in front of him preparing to beat his ass is in fact the one who will do it. A military uniform is very much the wrong garment to wear to a waIl-to-wall counseling session, though. More radical dress is called for. A stop by a clothing store catering to members of the Hell’s Angels Motorcycle Club is in order. Basically, you want to look like Attila the Hun. Full leathers are good for extra protection should the soldier attempt to fight back. Proper jewelry is important. Spiked wristlets not only enhance the terror you want to instill in the soldier, but if properly weighted can increase the pain and damage which a sidearm blow to the solar plexus can cause. Wearing a large Eric the Red biker’s ring will not only make you look tough, but the half pound of metal it contains will increase the effectiveness of punches. Wearing a Hell’s Angels’ deaths-head earring, though, isn’t such a good idea. Although it’s an intimidating item, the counselee may grab it and pull, and then you are in a world of hurt. If you plan to conduct many wall-to-wall counseling sessions, interesting in some large tattoos of Vikings beheading people with blood-covered swords would be a good idea. Additionally, the pain endured while they are being done will toughen you up and make you a more effective counselor. Watching films like The Road Warrior; The Last Boys and Conan the Barbarian will give you more apparel ideas.
The room in which waIl-to-waIl counseling sessions are conducted has a great deal to do with the success of the session. Not only do you not want to be interrupted during the session, but you do not any large objects behind which the soldier can hide or which the soldier can push you into and hurt you.
Modern construction standards, in which large amounts of sheet rock are used, have changed the face of waIl-to-wall counseling. When was were built of plaster and lath, you could bounce the soldier off the walls a few times, kick him in the nuts once or twice, swat him in the head and that would be the end of it There were no worries that the room would survive the counseling session, because you knew that it would. However, you can easily throw a soldier through a sheet rock wall. The Army will make you pay for any walls you damage during counseling. Therefore, you want a large, strong room to conduct your wall-to-wall counseling sessions in.
Before calling the soldier in for his wall-to-wall counseling session, inspect the room thoroughly. Make sure the door is of good quality and is equipped with a working door lock. The lock is important not only to keep the session from being interrupted prior to its conclusion, but also to hinder the soldier’s leaving prior to having received the full impact of the lessons you are teaching him. Try to find a room without any windows.
If this cannot be attained, windows placed high on the wail are acceptable. Not only will the lack of windows prevent others from looking in and observing the wall-to-wall counseling session, but if the session gets really intense, the soldier could accidentally push you into the window, breaking it and injuring you. The purpose of a wall-to-waIl counseling session is to impart the maximum learning and pain upon the counselee with the least amount of damage to the counselor’s body, and a glass shard in your ass is a poor reason to prematurely terminate a session.
However, in a windowless room lighting takes on prime importance. You need to see the soldier so that you know where to hit him next, and the soldier needs to see you hitting him. Make sure the lights work and that the light switch is covered with a piece of green tape to prevent the soldier from easily turning the lights off.
Inform the soldier
After the area is selected and prepared, but before you dress for the session, find the soldier inform him of the time and place of the session. Also give a reason for the session. Don’t approach the soldier and tell him “You’re a fuck up and I’m going to beat your ass at 1530 in the first sergeant’s office.” This puts the soldier on the defensive. Instead, tell the soldier “Meet me in the first sergeant’s office at 1530. I want to talk to you about your performance at NTC last month.” (You can tell him that he’s a fuck up and is going to get his ass beat when he gets to the first sergeant’s office.)
Find counseling assistants
You usually want to conduct wall-to-wall counseling sessions on a one-to-one basis. This is fine you’re counseling a 120 pound basic trainee who doesn’t know shit anyway. If, however, you’re counseling the captain of the Fort Hood Boxing Team and you are a 135-pound woman, you may want to get two or three assistants.
It is simple to find them. Visit the gymnasium and go to the weight room. If you see someone is there putting many fifty-pound plates on a bar and then doing curls and 20 bench presses then you’ve found your man. It’s even better if he is in your unit and hasn’t yet been instigated in an assault case.
If you can’t find anyone like that, though, look for boxers, wrestler or anyone else who fights for fun. The ideal waIl-to-waII counselor has a six-foot reach, fists the size of volleyballs, can bench 35-pounds, runs ten miles a day and has over 20 knockouts.
If you can’t get Mike Tyson to assist you in your counseling session, though, anyone who maxs his PT test would be good too.
The wall-to-wall counselor’s toolkit
Although many successful wall-to-wall counselors have conducted sessions using nothing but their bare hands, a small toolkit will ease your job, especially in those critical first few sessions.
A wall-to-wall counseling toolkit does not have to be elaborate or expensive. In fact, you probably have all materials in your unit right now, and all that it takes to use them is a little imagination.
Baseball bats
No leader can consider himself a wall-to-wall counselor without possessing a good baseball bat technique. A regulation baseball or softball bat is good. Wood or aluminum, short or long, any bat will do as long as it is not splintered. A splintered bat may break during those long swings. Viewing the film The Untouchables will give you ideas on baseball bat technique. You can invent new techniques as you go along.
Dimension lumber
Although dimension lumber is usually used in the same manner as baseball bats, other techniques for its use are easily devised. A two-by-four is a handy thing to have. Cut two of them. One needs to be three feet long, while the other should be four to five feet long. Drive six nails into the longer one so that the sharp ends of them stick out of the board. This is nailed high on the wall of the counseling morn and is primarily there for shock effect.
If a baseball bat is also available, have your assistant grab the counselee’s arms and pull them be-hind his back. Place the board even with the elbows, pull the arms dawn to the body and secure with green tape. This prevents the soldier from attempting to assault his leader.
If two-by-twelves can be obtained, get one about six feet long. While it is not suitable for swinging, the counselee can be secured to it with green tape, lifted high in the air with the aid of your assistant and dropped.
Pool cues
Pool cues are quickly falling out of favor among the modern wall-to-waIl counselor. It is still effective for barroom brawls when the proprietor will not allow you to bring in your toolkit. It is also good for when immediate wall-to-wall counseling is called for and you can’t go out to your car to get a tire iron or a jack handle.
The pool cue sits in a strange and unenviable position among weapons: If held so that it can do some good, it is easily broken; if it is held so that it will not break during blows, it is not long enough to do much good. It is also more expensive than either a two-by-four or a baseball bat. In all, the baseball bat is a much more satisfying tool than the pool cue.
Although wall-to-wall counseling is much more challenging and rewarding when a soldier is free to move and fight back, many counselors prefer the expediency of beating someone’s ass while he is tied up.
By taping the arms to the sides as detailed in the Dimension Lumber section, counseling may be accomplished quicker and with less hassle. Many items may be used for restraints; here we list but a few.
Available at all police supply stores, handcuffs are an easy, effective way to restrain the counselee. Two pairs should be used if no assistant is available. One end of the cuffs is attached to the soldier, the other to a pipe or other support. The soldier may also be hand cuffed to an object by putting his hands behind the object and the cuffs snapped on from there. The new “cable-tie” style handcuff is a cost-effective and useful restraint. It is usually long enough to secure the feet and is available for mere pennies. Its only drawback is that it is only usable once; it must be cut off cut off after the session and thrown away.
Green tape
The Army standby, green tape, better known as hundred-mile-an-hour tape, is effective as a short-term restraint, providing the soldier is not strong enough to break it. It is available in several widths; the standard 2″ width is sufficient for most soldiers. The almost-unobtainable 6″ width is not good for wall-to-wall counseling due to its extreme width and liability to twist at the slightest provocation. It is also more expensive.
Ropes are only marginally acceptable as restraints, but are good for tying the soldier to trees in the field and for dangling him from fire escapes by the ankles or wrists. If the counselor intends to hang the soldier from a fire escape, though, special care must be taken in the selection of the rope to insure that the weight of the soldier will not break the rope and cause him to land on his head and die. Army issue rappelling rope is the best obtainable wall-to-wall counseling rope due to its high strength and easy availability.
Conducting the wall-to-wall counseling session
Wall-to-wall counseling can be conducted in many ways.
For on-the-spot counseling, a quick swat across the back of the head with a closed fist or a slap in the face will probably be sufficient. For prolonged periods of misconduct by the soldier, prolonged periods of wall-to-wall counseling are in order. All wall-to-wall counseling sessions, though, are notable for their intensity and aggressiveness. The counselor should have a broad range of counseling methods available to him. He would be wise to study boxing manuals for additional suggestions. Enrolling in a martial arts class would also be a good idea, if he has the time to spare. In addition to improving counseling skills, the martial arts teach patience, discipline and self-control…all desirable traits for any leader.
Basic blows
The basic blows used in wall-to-wall counseling are the jab, hook, uppercut and knee to the nuts. These are also basic street fighting techniques
The jab is performed by pulling the closed fist back and striking the counselee with a generally straight motion. It is a quick and handy technique. Which will find much use in your daily counseling.
A hook is a sideways-curving stroke. It may be performed with either hand. It is best to know which hand the counselee prefers, so that you can use the same band to hit him with. In this manner, the danger of the counselee blocking your shot is greatly reduced. It is another blow which will prove itself worthy of inclusion in your counseling repertoire.
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Similar to the book, the uppercut is an upward-curving stroke. It is best used on the solar plexus and the jaw. If the counselee sticks his tongue out at you, the best cure is a swift upper-cut. If you are sufficiently forceful, you can succeed in clipping off the counselee’s tongue, and therefore prevent him from talking back, at least until they sew it back on. Although a good blow, the jab and hook are generally more useful and therefore should receive more of your training hours. However, the uppercut will find use in your sessions, and so you must be prepared to use it.
Knee in the nuts
Needless to say, this doesn’t work very well with female soldiers! However, most wall-to-wall counselees are male, and on them it is probably your most effective blow. Just flex the knee upward until it hits the balls. Alternately, if you can get your foot up that high, you can kick them in the balls with it. If you have performed this hard enough, the counselee will immediately drop to his knees. It will be the only blow you will need. If the soldier does not drop to his knees, you are counseling either an extremely flat and ugly woman or a eunuch. In neither case will this blow work, and in both cases you have just entered a world of shit.
Advanced blows
Advanced blows include the Jap slap, boot to the head and tool techniques. These are effective, but more-limited, counseling techniques.
Jap slap
Everyone has seen karate movies, How can the jap slap, which is performed by slapping the soldier on one side of the face and immediately following it with a backhand to the other side of the face, be considered an advanced move? Simple. Both blows must be of equal intensity to have the greatest effect. If one blow knocks the head out of the socket, the other must put it back in. The backhand is usually the most intense blow, and is performed last. It takes much practice to make them equal.
The ideal object to practice with is the heavy punching bag found in all Army gymnasiums. On any given day, you will find many wall-to-wall counselors practicing their Jap slaps against this bag, so you may need to wait in line. Rest assured that the wait is well worth it.
If your unit’s leaders embrace wall-to-wall counseling as a common leadership technique, you may be able to convince the Unit Fund Council to install its own heavy bag. If you are in an in an infantry unit or are in charge of many O5Ks, though, the sheer number of counselees will provide sufficient opportunity to practice and hone your technique. Still, there is no substitute for the heavy bag. Not even an 05K can rep lace it, though some of the new ones come dose.
Boot to the head
This is just what it sounds like…you kick the standing soldier in the side of the head with your foot. Whether you have a boot on will depend on the circumstances. If you are counseling a soldier during a field problem, you most definitely will have on a boot, and the extra mud caked in the sole will enhance the effectiveness of the blow. If, however, you find a soldier smoking grass in the barracks, you may not have a boot on, though you might want to go put one on. In fact, you might not have anything at all on. It’s obvious why this is an advanced blow: can you raise your foot six feet in the air without falling on your ass? Martial arts training is a definite asset to counselors employing this technique.
Tool techniques
These include baseball bat blows, dimension lumber work, and chains. They also include the use of restraints. They are easy to use but also require great discipline to ensure that the soldier survives the counseling. No directions will be given here. We leave that for the counselor to figure out for himself. Creativity is one of the hallmarks of a good leader.
Using these techniques
Wall-to-wall counseling is much like any other counseling.
You choose the place, inform the counselee, meet him there, counsel him until his problem is solved and conduct follow-up actions. In wall-to-wall counseling, though, how you determine when his problem is solved is when he screams for mercy. Then you hit him once or twice more to reinforce the counseling session and make sure the problem stays solved, and only then end the counseling session.
Determining how much wall-to-wall counseling is enough
The successful wall-to-wall counselor needs to be able to determine how much wall-to-wall counseling to give. A soldier who misses one formation can be sufficiently counseled by hitting them once in the back of the head. A soldier who missed every formation since he arrived at the unit two years ago, however, will require counseling with dimension lumber and a baseball bat. The counselor will quickly learn the proper amount of counseling to give.
Of course, if the soldier is a rapist, robber or murderer, just start your wall-to-wall counseling session and continue until the military police arrive.
Follow-up actions
No counseling is complete without follow-up actions. This is especially true in wall-to-wall counseling. Following up a wall-to-wall counseling session is covered in the chapters entitled “Triage” and “Legal problems.”
The counselor should be prepared to wash his hands of the whole matter, especially if the session drew blood. The counselor should, therefore, place a bar of Lava soap in the latrine prior to the session. Its gritty consistency will remove all traces of blood from your fingers, and it will help to dean off your baseball bat, too.
The soldier may need immediate medical attention following a wall-to-wall counseling session, especially if you used a baseball bat during it.
If the soldier is a true fuck up, broken bones, internal injuries and hemorrhaging may have occurred. Inspect the soldier to make sure he is still conscious, still breathing and does not appear to have any external damage or signs of internal damage (blood or cranial fluid leaking from the ears is generally a sign that the counseling session was a little too thorough). One of the three is generally sufficient. If the soldier can still move following the session, immediately restrict him to his room. If he is not breathing and will not obey a direct order to resume breathing, perform rescue breathing and then beat his ass some more after you revive him. If his heart stops, apply CPR and then recounsel him for inability to remain alive during a counseling session. Not hitting the soldier right over the heart or the top of the head may cut down on the frequency and severity of death among your counselees.
If the soldier beats your ass during counseling, though, there is little you can do. If you aren’t fucked up too badly, you can just lick you wounds and hope the bruises heal before your wife sees you. If you need to be ambulanced off to the hospital, though, you can tell the judge that the soldier hit you first. If the judge believes your integrity (and he should…after all you outrank the soldier who kicked your ass. If you don’t, you may be in deep kimchi…) you should be all right, especially if the soldier actually did hit you first If you hit the counselee first and he still beat you up, then you need to spend more time in the gym.
Legal problems
Some unenlightened legal personnel, including the MPs and JAG, may not have read this manual.
Therefore, they might not recognize the corrective nature of your actions and instead term them “brutal, heartless assault,” which is also true. The solution to this problem is preparedness: Requisition sufficient copies of this manual so that everyone on post that can legally fuck you over can have one. Once these people have read this manual, they will respect you for having made the wise and just decision to wall-to-wall counsel.
If, on the other hand, you are dumb or overanxious and hold a wall-to-wall counseling session without having made the proper preparations, you need to be prepared for the worst. Simply bring this manual to your court-martial. After the judge reads it, you are certain to be acquitted.
There is one very large proviso, though: if you have to bring the soldier back from the dead as a result of your wall-to-wall counseling session, however, you are up shit creek and have no paddle. If you succeed in killing the soldier and he stay dead no matter how strict your order to resume living is, then you way be certain that you are going to jail. In this case, you will not get fucked with too badly. Just inform all the inmates that you are in jail because you beat another man to death with your bare hands and no one will even think about touching or going near you. No one likes the idea of being the next in line.
Special circumstances
Wall-to-wall counseling is an effective leadership technique when it is properly applied.
Unfortunately, not every situation is the same. What works well in one instance way get you killed under other circumstances. We present some sample situations for your perusal and study.
Armed soldiers
Soldiers who are armed (for example, military police) with loaded weapons present special challenges and problems to the wall-to-wall counselor. The problem is the gun. “Guns don’t kill people, people kill people” is a favorite slogan of the National Rifle Association. No shit. However, the gun is going to be used to kill you if you start beating on the soldier who has it. Therefore, the first step in this counseling session is to get the gun away from the soldier. If the soldier will voluntarily surrender his gun, he is a disciplined individual. He is also a stupid motherfucker. If the soldier is dumb enough to give you his gun, he deserves to have his ass beat. If the soldier is not dumb enough to give you his gun you will be forced to take it from him. The best things to use for this are larger guns and partners. Your partner can hold the soldier from behind in a full-nelson while you relieve the soldier of his lethal burden. If you have no partner, larger guns are handy. If the soldier carries a .38-caliber revolver, pull out a .45 auto. If the soldier has a .45, you need an M-16. If he has an M-16, you need an M-60 machine gun (If the soldier is the gunner on a Vulcan, Chaparral missile system or field artillery piece, you’re really fucked…) Once the soldier is free from things that can kill you, feel free to beat the living fuck out of him.
Most lieutenants require daily wall-to-wall counseling for the first three years of their Army career. Unfortunately, the Army frowns on beating up lieutenants in your chain of command. In fact, it disapproves of beating up any lieutenants. Something about them outranking you. Therefore, the easiest solution is to find someone in another unit to come over in civilian clothes and counsel your lieutenant.
Dayhos a-re especially fun to wall-to-wall counsel because they act like they are God. In fact, God has decreed that we beat up dayhos whenever they fuck up. For some, this is two or three times a day. For others, it’s hourly. And then you have the dayhos who are really stupid mother fuckers. The only distinction you need to make is whether the dayho out ranks you. If he does not, feel free to beat the holy shit out of them. If they do on rank you, only counsel them once a day, whether they need it or not They usually do.
The problem with wall-to-wall counseling civilians is that there are actually such a thing as civilian policemen, and they will actually throw you in a civilian jail where you will be immediately considered fresh meat and fucked right up the ass by some AIDS-infested Hell’s Angel, and then you will die. Therefore, it may be a good idea to bring the civilian on post, where civilian cops have no jurisdiction. Then you are more than welcome to work them over in any manner you like. A big secondary problem is that some civilians carry guns and/or do drugs. People carrying guns fall into two categories: those who are members of the police and those who are not. Those who are police are generally more disciplined but are better trained in the use of their guns. This means that they might not shoot at you but will definitely hit you if they do. Drug pushers, bank robbers, murderers and other common rabble will probably shoot at you but may not hit you. Unfortunately, some well-heeled cruds are buying black market submachine guns and carrying them under their jackets. These guns, whose ranks include the Uzi and the Ingram MAC-10, are equipped with large-capacity magazines and can pump out more lead per minute than an M-60 machine gun. When the criminal pulls one of these, he will use it to hose down targets of opportunity, which in this case means you.
If you feel the urge to wall-to-wall counsel a drug dealer, use a shotgun. It’s easier and faster. It does make a mess, but you can console yourself with the fact that you are helping to make America a safer place.
Wall-to-wall Career Counseling
Every leader has been through it. We all know the soldier who can’t seem to make up his mind as to what he wants to do with his life. One day he wants to be an Airborne Ranger. Two days later he wants to go to DLI to study Urdu. And the next week he wants to get out of the Army and grow marijuana in 0regon. What do you do? What can you say? This is what you do and what you say.
When the soldier makes the eighteenth decision on the same day, you take him behind the racks, grab his collar, slam him into a rack door, and yell in his face, “What the fuck are you doing? Make up your God-damned mind what you want to do! Now!” In those words, and at the top of your voice. Swat him twice across the head for GP and put him back to work. I can more than guarantee he will decide to stay in the Army within ten minutes and figure out what he wants to do within twenty minutes, especially if you inform him you are going to kick his ass some more in an hour if he does not.
Wall-to-wall child care and upbringing
There is no parent alive or dead who has not been faced with a child who wants to do nothing but cause his parents and everyone around him grief. From their incessant “Momma, can I have a puppy?” whine to the temper tantrums they throw when they’re not allowed to stay up to watch Behind the Green Door on the Playboy Channel at three in the morning, their entire life seems to be designed to piss off everyone around them. And the worst part is that they don’t learn when you spank them. In fact, some of the more incorrigible youths of today seem to become more rebellious when you spank them or ground them. And with the overcrowding in our prisons as bad as it is, having the police pick them up usually won’t help, as they’ll be released on their-own recognizance in an hour.
However, there is an easy, quick way to deal with your frustrations and anxieties caused by the upbringing of undisciplined little brats. Needless to say, it involves wall-to-wall counseling. First, leave this manual on the coffee table so that they can read it and learn what you will do to them the next time they fuck up. Then, next time they make even the slightest slip, let them have it with both barrels. Baseball bats, dimension lumber, hundred-mile-an-hour tape, bare fists, anything you can think of is good. The only thing you need to be aware of is that wall-to-wall counseling a child to death is quite a bit easier than with that private you hit in the privates this morning. So go a little easy on them But just a little.
“It shouldn’t hurt to be a child,” the AFN commercial admonishes. Well, it shouldn’t hurt to be a parent, either! After you wall-to-wall counsel your children two or three times, your life will become much easier. And if you counsel your little girl on top of the head enough times, her head will become flat, and she will be able to get a lot more boyfriends. So it works out better for everyone.
A sample wall-to-wall counseling session
The following is a true story. Only the names have been changed to protect the guilty.
SGT Joe Snuffy was out with his friends across from a small Army base in a foreign country. After having a few beers, but not enough to cloud his judgment, he observed a soldier in the small restaurant he was in acting like a fool. The soldier was being obnoxious, yelling at the top of his lungs, embarrassing the women in the restaurant, and generally degrading the image of the Army. SGT Snuff decided to take action.
SGT Snuffy had SPC John Holmes summon the obnoxious soldier to come outside the restaurant for a simple talk. The soldier, SPC Jack Meoff, came outside in a very belligerent manner. SPC Meoff took off his jacket in a threatening manner and unprofessionally swore at SGT Snuffy. SPC Meoff was rip roaring drunk. He hit and pushed SGT Snuffy, SPC Holmes, and several of their friends. He even hit two of them with a plastic chair. SGT Snuffy took action. He wall-to-wall counseled SPC Meoff striking him with two punches. SPC Meoff fell to the ground. The MPs came and took the unrestrained SGT Snuff to the MP station in a squad car. SPC Meoff had to be cast into irons for his trip to the MP station.
Lessons learned by this wall-to-wall counseling session:
1) Never conduct a wall-to-wall counseling session when you are drunk, unless you have to.
2) Never conduct one in plain sight of the front gate of a military installation.
3) And, most importantly, when wall-to-wall counseling is called for, DO IT. 
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Something for the Classroom! – The American Trinity: The Three Values that Make America Great