THE SPARTAN LEADER 61st Quartermaster Battalion, 13th Expeditionary Sustainment Command A Leadership Development Professional Journal - US Army ...
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Issue 14 – 2 November 2020
THE SPARTAN LEADER
61st Quartermaster Battalion, 13th Expeditionary Sustainment Command
A Leadership Development
Professional Journal
Page | 1
Issue 14, 2 November 2020 THE SPARTAN LEADER
From the Commander
Spartans,
In our 14th Issue of the Spartan Leader we have submissions
from 1SG Grant, SFC Williams, and SGT Ho’opi’i. Their
perspectives on leadership, discipline, and engagement give
insights into not only skills we all should focus on but also the
inspiration to better ourselves so that we can provide our
Soldiers the type of leadership they deserve.
Equally as important is the last piece submitted by CPT
LTC Paul Smith
Beeson. His article provides context to the events undertaken
Battalion Commander
by the battalion staff and several of the company commanders
in the past few weeks as we have begun planning for our upcoming NTC rotation. There
have been changes since the battalion last left ”The Box” to include the expeditionary
reception, staging, and onward integration that NTC has begun to replicated some of the
challenges our forces will face in large scale combat operations.
I am excited to see the content in this issue, even
more so because it comes from across the battalion. I
appreciate the time and effort each of our authors took
to write their pieces and am glad to have had the
chance to read them!
I remain incredibly proud to be a part of this Spartan
Family and am honored to serve with each of you!
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2 November 2020
THE SPARTAN LEADER Issue 14
61st Quartermaster Battalion, 13th Expeditionary Sustainment Command
In This Edition:
From the Editor
From the
Commander The 14th Issue of The Spartan Leader will be our last
-LTC Paul Smith issue published bi-weekly. Starting with this edition, we are now
transitioning to monthly publications.
From the Editor Here at Fort Hood and across the Army we have seen significant
-CPT Keith Beeson changes being implemented with the People First initiative. People
are, and have always been, our most important asset. The Army is
ensuring success by taking into account:
Articles COVID-19 has changed how we operate but has not stopped us
p. 4 – Spartan Leader from ensuring we are ready to accomplish our mission.
At Its Most
-SGT Kalani Ho’opi’i
Army Culture
Every day Army leaders work to change the Army Culture for the
p. 5 – Remaining better. Establishing cohesive teams will help build rapport and trust
across formations, promote civility, equality, respect and dignity
Engaged
-SFC Heath Williams
among team members and foster acceptance of diversity within the
teams. This is the foundation of Project Inclusion.
p. 7 – Discipline and Creating Opportunities for Success
Self-Identity A Talent Management system that maximizes talents and puts the
-1SG Patrick Grant right people in the right job at right time. Creating cohesive teams
that are highly trained, disciplined and fit to win on future
Quotes Worth battlefields. We win through our people. The environment doesn’t
drive outcomes for us, our People do.
Pondering
Strategic Environment - Quest for Talent
p. 8 – Simon Sinek
-CPT Keith Beeson End-Strength, Recruiting and Retention
The Army is on track to achieve the congressionally mandated end-
strength of 485,000 Soldiers in the Active Army.
Articles 21st Century Talent Management System
p. 9 – Caspian Express Army Talent Alignment Process and the Battalion Commander
-CPT Keith Beeson
Assessment Program are improving the way the Army gets the right
person in the right job at the right time.
Improving Quality of Life & Health & Fitness
Improved housing, Predictability, and streamlined PCS
process plus the implementation of the ACFT.
Spartans – you are what makes the Battalion successful.
Thank You We value you and your contributions.
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Issue 14, 2 November 2020 THE SPARTAN LEADER
Spartan Leader At Its Most
By SGT Kalani Ho’opi’i, 297th Inland Cargo Transfer Company Master Driver
A Spartan Leader is capable of inspiring and influencing someone to
accomplish their duty. Engaged within the group to help them pursue their
goals, focus thinking, and shape decisions for the better of the organization.
Leadership can be acquired by anyone if they have the self-determination to do
so. One who can adapt to any situation and implement their management
styles to the behavioral needs of an individual or group.
Spartan Leaders can build a structure (Phalanx) effectively as a servant leader.
They develop the individual by meeting the needs of their squads or teams.
Servant leadership involves a high level of trust between leaders and
subordinates, thus building relationships and knowledge within your team.
However, it is not a technique that can be used all the time and requires time to
develop enough trust to work well. Being most competent as a leader can
adapt their leadership style to any Soldier they are in contact with at any time.
Having the knowledge to provide a Soldier with the assistance they need.
Without leader’s, an organization or group will not grow or succeed. Teach,
coach and mentor them to be part of the team. Sacrificing the time to build and
structure that team to be one. Leading from the front is one of the most
common phrases associated with leadership in the Army but should not be the
final description of the leader, it is just a chapter in a Spartan Leaders legacy.
To build that legacy, a Spartan Leader
must know his or her own self.
Leadership can always be improved on
throughout life. At the end of the day, a
true Spartan Leader will lead by
example. Always held to a higher
standard and holding themselves in a
professional manner. The success of
the group is attributed to the leadership
styles and core values instilled in the
Soldier to do his or her job effectively
and become a SPARTAN LEADER in
their own legacy.
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Issue 14, 2 November 2020 THE SPARTAN LEADER
Remaining Engaged
By SFC Heath L. Williams, 61st QM BN SPO NCOIC
During the course of our lives there comes a time where we are driven to become involved
in something we hope to capture and treasure as priceless. These can easily involve the joy
of influencing an individual to overcome an obstacle in order to seize a creative opportunity,
or sharing an important life lesson in hopes that same individual avoids making the same
mistakes you may have either experienced or witnessed in your lifetime. Nevertheless,
these motions represent pulses of protection and symbolize how measures embodied within
this pulse facilitate our ambitions to stay involved, to support one another, and preserve our
nature of remaining engaged within and outside our surroundings.
Developing rapport and special connections with the members of
your team not only builds strong working relationships, but also
preserves the genuine concern and confidence your team has
entrusted upon you as their leader. Although there are many
approaches leaders can utilize to be involved with their troops,
the most significant one starts when they first arrive to
an organization with an open dialogue between the
leader and the Soldier. The Army’s current initiative,
orchestrated by Sergeant Major of the Army
(SMA) Michael A. Grinston, is “This is My Squad” (TIMS).
TIMS outlines how having an open conversation with your Soldiers on how they grew up,
their hobbies and interests, or what they have endeavored throughout the course of their
military career constructs a simple tactical advantage in developing a stout, cohesive team.
A meticulous approach like this cultivates the kind of bond with your Soldiers that can last a
lifetime.
Having an overall presence with your troops
during training, missions, and their well-being
formulates the type of admiration Soldiers will
have for you, regardless of rank. This level of
respect is the cornerstone of leadership in the
United States Army, and the respect that you
earn from your team is the respect you will gain
from them in return. For example, if a Sergeant
is always watching over their Soldiers doing
PMCS during motor stables from a distance and
is not actively engaged with them, Soldiers will
feel that their Sergeant either does not care
what they are doing or does not know how to do
it. Soldiers deserve to be led and empowered
by their leaders - knowing they are in the fight
with them. This is why it is critical for both
leaders and Soldiers alike to create a solid first
impression.
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Issue 14, 2 November 2020 THE SPARTAN LEADER
Remaining Engaged (Continued)
First impressions are lasting impressions. First impressions allow a Soldier to gain the
necessary trust and confidence from their leaders.
Staying engaged enhances your ability impact and influence outside your chain of command. A great
start generates a basic line of effort towards being included with others and activities in your own
community. From participation in events with the Boys and Girls Club to the association of business
enterprises highlighted through your city’s Chamber of Commerce, making a meaningful difference
in the lives of your Soldiers, their Families, and community partners transforms unities of strength
for people responding to the needs of volunteers.
There are several methods to engage as a member of your team, within your unit, and your
communities. While there are obstacles that you may face in the beginning, formulating a strategy
on how to become a “force multiplier” for your team complements your ability to achieve your goals
or the desired end state. Never be too proud to ask for help because we remain only as strong as our
weakest link. Make your efforts rewarding in establishing trust amongst your leaders and Soldiers
while preserving the welfare of your teammates. This is instrumental to the accomplishment of any
mission set and the driving force for an organization.
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Issue 14, 2 November 2020 THE SPARTAN LEADER
Discipline & Self-Identity
By SFC Patrick Grant, HHD First Sergeant
“Good order and discipline in any army are to be depended upon more than courage alone.”
— Niccolò Machiavelli
Why is Discipline Important?
Discipline is essential throughout Soldiers career and requires obedience to policies,
regulations, standards, and procedures. Discipline is something that is created within a unit
by instilling a sense of self-confidence and individual responsibility for all Soldiers within the
unit. Discipline is the “bedrock” to success in any organization. It demands correct
performance of duty and is used in everyday life. Discipline is self-control, self-regulation,
dedication, and the willpower to achieve and win. Discipline will enable you to achieve higher
results, be a part of the team, establish a culture built on trust and ultimately build confident
and resilient Soldiers that are able to win on the battlefield.
How important is discipline
within your squads?
Self-Identity
What is self-identity? Why is it important to me and the people around me? So I guess the
question is “Who Am I?” Can you relate to the person that you think you are? Self-identity is
how you identify or define yourself. Self-Identity is a combination of values, beliefs, traits,
interest, abilities and qualities that you possess as an individual.
Self-identity plays a key role in how we think, how we feel, and how we go about our day-to-
day lives. For this reason, knowing our self-identity is essential.
There is a saying that people who know their true identity, are happier, more content, and
more loving first to themselves and then to others. If you don’t know who you are, your true
identity, how could you love yourself? You couldn’t because you have no idea “who” you are
loving. Are you the person that your family says you are? Or is it what people at work say
about you? Perhaps it is the opinion of that crazy person that you side swiped in a traffic
accident? Who are you? Who will you be loving, yourself or the opinions of others?
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Issue 14, 2 November 2020 THE SPARTAN LEADER
Quotes Worth Pondering
By CPT Keith Beeson, 61st Quartermaster Battalion S3
HOW DO YOU WANT TO LEAD?
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Issue 14, 2 November 2020 THE SPARTAN LEADER
CASPIAN EXPRESS
By CPT Keith D. Beeson, 61st QM BN S3
Many people are not aware of
the war between the countries
of Donovia and Atropia, but
from from 5 to 19 October, the
61st QM BN staff shifted our
focus from Petroleum Support
Operations to fulfilling the role
of a Division Sustainment
Support Battalion (DSSB) in
preparation for supporting the
52 Infantry Division in
reestablishing the Atropian
border.
Using the Military Decision
Making Process (MDMP) the
staff, led by the BN XO, MAJ
Putnam, gathered at the
Mission Training Complex from
5-8 October and began Mission Analysis with a heavy emphasis on the new Expeditionary
Reception, Staging, Onward Movement, and Integration (E-RSO&I) model now used at the
National Training Center (NTC) at Fort Irwin, CA (FICA).
On 13 October the staff shifted back to the battalion headquarters and continued to plan
with the company commanders and down trace units for our upcoming NTC rotation. The
planning culminated with a Concept of the Operations back brief on 19 October to our higher
headquarters, the 916th Sustainment Brigade.
Expeditionary Reception, Staging, Onward Movement, and Integration
In Large-Scale Combat Operations (LSCO) we cannot assume our adversaries will allow the
U.S. Army to build combat power over an extended period of time in an uncontested
environment. To adapt to the way we must fight against a near-peer threat, NTC has
implemented E-RSO&I. We must plan and prepare to occupy and defend dispersed tactical
assembly areas from the first day we hit the ground.
In order to prepare for this fight, proper mission analysis is essential to fully understand the
mission requirements and readiness of required equipment to accomplish the mission.
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Issue 14, 2 November 2020 THE SPARTAN LEADER
CASPIAN EXPRESS (Continued)
Some of the requirements taken into consideration during the mission analysis were:
• What are the bare minimum command and control requirements necessary to facilitate E-
RSO&I?
• Do we need to go heavy on maintenance to address readiness issues?
• Does the distance from the point of debarkation to the intermediate staging base/area
require us to frontload fuel storage and distribution?
• How much fuel is permitted in the vehicles while in transit?
• Does the transportation mode permit secondary loads?
• What special tools or procedures are necessary to put weapons and communication
systems into use?
During the Leader Training Program (LTP) the staff worked to determine the Force Packages
required and when they are needed to arrive at NTC. We planned to deploy communication
capabilities early as well as balance the requirements for Command and Control, Force
Protection, Maintenance, amongst other capabilities across movements. This is to ensure
we echelon our force into NTC in a manner that allows us to establish and defend a secure
DSA and to track the build of combat power in an austere, contested environment, establish
our tactical battle rhythm, and set conditions for continued support operations.
Another factor considered during the planning process is the weather at Fort Irwin, CA in
January. The desert environment has large changes in temperature. Expect comfortable
(albeit windy) conditions during the day with cold temperatures at night.
Additionally, we must plan for extended time in a field environment and adapt our packing list
accordingly. We must consider the austere environment of having no showers and laundry
capabilities from the start. Extra socks, t-shirts, and undergarments are a must. All this must
be balanced against what we can fit and move around the battlefield. This means no
personal tough boxes and limiting baggage to the essentials for the fight.
In the end, the staff was commended by the 916th Sustainment Brigade and NTC Trainers
on our preparation and planning. Now it is time to turn planning into action by training on key
tasks and preparing to defeat the Donovian Force and return stability to Atropia.
Page |10Issue 14, 2 November 2020 THE SPARTAN LEADER
Thank You
Thank you for reading this edition of The Spartan Leader.
Request for Submissions: In order to make this the best resource
possible for developing Leaders, we ask that if you have any content
you would like to share that will help to develop others in the Battalion
that you send them to the S3/editor (CPT Keith Beeson).
Resources:
In preparation for our 20 November LPD with Simon Sinek,
please check out his TED Talks here:
https://www.ted.com/speakers/simon_sinek?referrer=playlist-the_most_popular_talks_of_all
We will discuss his latest book: The Infinite Game
Submit Questions for Simon NLT 16 NOV 20.
Editor
CPT Keith Beeson, 61st Quartermaster Battalion S3
Keith.D.Beeson.mil@mail.mil @keithbeeson
Contributors
LTC Paul Smith, 61st QM Battalion Commander
SGT Kalani Ho’opi’I, 297th ICTC Master Driver
SFC Heath Williams, 61st QM BN SPO NCOIC
1SG Patrick Grant, HHD First Sergeant
CPT Keith Beeson, 61st QM Battalion S-3
61st Quartermaster Battalion Leadership
Battalion Commander Battalion Command Sergeant Major
LTC Paul W. Smith CSM Keysa L. Chambers
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