**We Were Soldiers**

**Submitted by:** Pam McDonald

**E-mail:** <Pam_McDonald@nifc.blm.gov>

**Phone:** 208-387-5318

**Audience** **Rating:** R

> **Released:** 2002
>
> **Studio:** Paramount
>
> **Genre:** Drama
>
> **Runtime:** 138 minutes

**Materials:** VCR or DVD, television or projection system, Wildland
Fire Leadership Values and Principles handouts (single-sided), Incident
Response Pocket Guide (IRPG), notepad, writing utensil

**Objective:** Students will identify Wildland Fire Leadership Values
and Principles illustrated within *We Were Soldiers* and discuss
leadership lessons learned with group members or mentors.

**Basic** **Plot**

*From Rotten Tomatoes*
([http://www.rottentomatoes.com](http://www.rottentomatoes.com/))

In 1965, 400 American troops faced an ambush by 2,000 enemy troops in
the Ia Drang Valley (also known as the Valley of Death), in one of the
most gruesome fights of the Vietnam War. *We Were Soldiers* is a
detailed recreation of this true story: of the strategies, obstacles,
and human cost faced by the troops that participated. The story focuses
on the lieutenant colonel that led the attack, Hal Moore (Mel Gibson),
and a civilian reporter who accompanied them, Joseph Galloway (Barry
Pepper), as well as a number of other soldiers who were involved.

*From Paul Summerfelt, FFD-FMO, Flagstaff, AZ*

*We Were Soldiers* is the story of a group that trained and sweated with
one another---connected together in a way that only those who have
shared similar settings can be---that entered into a chaotic situation,
relied on one another for support and survival, and who eventually
emerged---bruised and battered, but successful nonetheless. Set in war,
the lesson is not about war, but about followership, leadership, and
shared values.

**Cast of Main Characters:**

> Mel Gibson Lt. Col. Hal Moore
>
> Madeleine Stowe Julie Moore
>
> Greg Kinnear Maj. Bruce \'Snake\' Crandall
>
> Sam Elliott Sgt. Maj. Basil Plumley
>
> Chris Klein 2nd Lt. Jack Geoghegan
>
> Keri Russell Barbara Geoghegan
>
> Barry Pepper Joe Galloway
>
> Don Duong Lt. Col. Nguyen Huu An
>
> Ryan Hurst Sgt. Ernie Savage

**Facilitation Options:**

*We Were Soldiers* illustrates an abundance of leadership values and
principles. Students should have few problems identifying those that
correspond to the Wildland Fire Leadership Values and Principles. The
objective is not to identify every leadership principle but to promote
thought and discussion. Students should be less concerned with how many
principles they view within the film and more concerned with how the
principles they do recognize can be used to develop themselves as a
leader.

Obtain copies of the Crew Cohesion Assessment Tool, developed by
Mission-Centered Solutions, from the Wildland Fire Leadership
Development Web site
(<http://www.fireleadership.gov/toolbox/documents/Crew_Cohesion_Assessment.pdf>)
for use with Guided Discussion, #9. If you have not used this tool, this
might be an excellent opportunity to do so.

Reference tools are available on the official movie and Lt. General
Moore's and Galloway's Web sites (see links below). References include
maps, battle overviews, actual After Action Review, and other historical
items.

*We Were Soldiers Once \...And Young: IA Drang---the Battle That Changed
the War in Vietnam* (Moore and Galloway) is a selection in the
[Leadership Professional Reading
Program](http://www.fireleadership.gov/toolbox/documents/pro_reading_list.htm).

The film can be viewed in its entirety or by clip selection, depending
on facilitator intent and time schedules. Another method is to have the
employee(s) view the film on his/her own and then hold the discussion
session.

> **[Full-film Facilitation Suggestion]{.underline}:**
>
> When opting for the full-film method, the facilitator should determine
> a good breaking point near the middle of the film.
>
> 1\. Review the Wildland Fire Leadership Values and Principles with
> students.
>
> 2\. Advise students to document instances within the film that
> illustrate/violate the Wildland Fire Leadership Values and Principles
> on the handout provided.
>
> 3\. Break students into small discussion groups.
>
> 4\. Show students *We Were Soldiers*.
>
> 5\. Break. (Suggestion: After the "celebration" prior to deployment)
>
> 6\. Begin the guided discussion.
>
> 7\. Provide a short synopsis with some "ticklers" to pay attention
> before beginning the rest of the film.
>
> 8\. Resume the film.
>
> 9\. Have students discuss their findings and how they will apply
> leadership lessons learned to their role in wildland fire suppression.
> Facilitate discussion in groups that have difficulty.
>
> 10\. Wrap up the session and encourage students to apply leadership
> lessons learned in their personal and work lives.
>
> **[Clip Facilitation Suggestion]{.underline}:**
>
> 1\. Review the Wildland Fire Leadership Value or Principle targeted
> for discussion. (May be given or ask students to identify the value or
> principle being illustrated after viewing the clip.)
>
> 2\. Show the clip.
>
> 3\. Facilitate discussion regarding the selected clip and
> corresponding value and/or principle.
>
> 4\. Break students into small discussion groups.
>
> 5\. Have students discuss their findings and how they will apply
> leadership lessons learned to their role in wildland fire suppression.
> Facilitate discussion in groups that may have difficulty.
>
> 6\. Wrap up the session and encourage students to apply leadership
> lessons learned in their personal and work lives.
>
> **[Mentor Suggestion]{.underline}:**
>
> Use either method presented above. The mentor should be available to
> the student to discuss lessons learned from the film as well as
> incorporating them to the student's leadership self-development plan.
>
> Encouraging individuals to keep a leadership journal is an excellent
> way to document leadership values and principles that are practiced.
>
> Suggest other wildland fire leadership toolbox items that will
> contribute to the overall leadership development of the student.
>
> **[Other References]{.underline}:**
>
> <http://www.lzxray.com/>. Official Web site for *We Were Soldiers Once
> \...And Young.*
>
> <http://www.weweresoldiers.com/>. Official film Web site for *We Were
> Soldiers*.
>
> Kouzes, James and Posner, Barry. *The Leadership Challenge*. Third
> Edition. 2002.
>
> [www.theleadershipchallenge.com](http://www.theleadershipchallenge.com/).
>
> Moore, Lt. General Harold G. and Galloway, Joseph L. *We Were Soldiers
> Once \...And Young: IA Drang---the Battle That Changed the War in
> Vietnam.* Random House Publishing Group. October 1992.

Hyperlinks have been included to facilitate the use of the Wildland Fire
Leadership Development Program website. Encourage students of leadership
to visit the website at

**[http://www.fireleadership.gov](http://www.fireleadership.gov/).**

+-----------+----------------------------------------------------------+
| *         |                                                          |
| *Wildland |                                                          |
| Fire      |                                                          |
| L         |                                                          |
| eadership |                                                          |
| Values    |                                                          |
| and       |                                                          |
| Pri       |                                                          |
| nciples** |                                                          |
+-----------+----------------------------------------------------------+
| **Duty**  | Be proficient in your job, both technically and as a     |
|           | leader.                                                  |
|           |                                                          |
|           | -   Take charge when in charge.                          |
|           |                                                          |
|           | -   Adhere to professional standard operating            |
|           |     procedures.                                          |
|           |                                                          |
|           | -   Develop a plan to accomplish given objectives.       |
+-----------+----------------------------------------------------------+
|           | Make sound and timely decisions.                         |
|           |                                                          |
|           | -   Maintain situation awareness in order to anticipate  |
|           |     needed actions.                                      |
|           |                                                          |
|           | -   Develop contingencies and consider consequences.     |
|           |                                                          |
|           | -   Improvise within the commander's intent to handle a  |
|           |     rapidly changing environment.                        |
+-----------+----------------------------------------------------------+
|           | Ensure that tasks are understood, supervised and         |
|           | accomplished.                                            |
|           |                                                          |
|           | -   Issue clear instructions.                            |
|           |                                                          |
|           | -   Observe and assess actions in progress without       |
|           |     micro-managing.                                      |
|           |                                                          |
|           | -   Use positive feedback to modify duties, tasks and    |
|           |     assignments when appropriate.                        |
+-----------+----------------------------------------------------------+
|           | Develop your subordinates for the future.                |
|           |                                                          |
|           | -   Clearly state expectations.                          |
|           |                                                          |
|           | -   Delegate those tasks that you are not required to do |
|           |     personally.                                          |
|           |                                                          |
|           | -   Consider individual skill levels and development     |
|           |     needs when assigning tasks.                          |
+-----------+----------------------------------------------------------+
| **        | Know your subordinates and look out for their well       |
| Respect** | being.                                                   |
|           |                                                          |
|           | -   Put the safety of your subordinates above all other  |
|           |     objectives.                                          |
|           |                                                          |
|           | -   Take care of your subordinate's needs.               |
|           |                                                          |
|           | -   Resolve conflicts between individuals on the team.   |
+-----------+----------------------------------------------------------+
|           | Keep your subordinates informed.                         |
|           |                                                          |
|           | -   Provide accurate and timely briefings.               |
|           |                                                          |
|           | -   Give the reason (intent) for assignments and tasks.  |
|           |                                                          |
|           | -   Make yourself available to answer questions at       |
|           |     appropriate times.                                   |
+-----------+----------------------------------------------------------+
|           | Build the team.                                          |
|           |                                                          |
|           | -   Conduct frequent debriefings with the team to        |
|           |     identify lessons learned.                            |
|           |                                                          |
|           | -   Recognize individual and team accomplishments and    |
|           |     reward them appropriately.                           |
|           |                                                          |
|           | -   Apply disciplinary measures equally.                 |
+-----------+----------------------------------------------------------+
|           | Employ your subordinates in accordance with their        |
|           | capabilities.                                            |
|           |                                                          |
|           | -   Observe human behavior as well as fire behavior.     |
|           |                                                          |
|           | -   Provide early warning to subordinates of tasks they  |
|           |     will be responsible for.                             |
|           |                                                          |
|           | -   Consider team experience, fatigue and physical       |
|           |     limitations when accepting assignments.              |
+-----------+----------------------------------------------------------+
| **In      | Know yourself and seek improvement.                      |
| tegrity** |                                                          |
|           | -   Know the strengths/weaknesses in your character and  |
|           |     skill level.                                         |
|           |                                                          |
|           | -   Ask questions of peers and superiors.                |
|           |                                                          |
|           | -   Actively listen to feedback from subordinates.       |
+-----------+----------------------------------------------------------+
|           | Seek responsibility and accept responsibility for your   |
|           | actions.                                                 |
|           |                                                          |
|           | -   Accept full responsibility for and correct poor team |
|           |     performance.                                         |
|           |                                                          |
|           | -   Credit subordinates for good performance.            |
|           |                                                          |
|           | -   Keep your superiors informed of your actions.        |
+-----------+----------------------------------------------------------+
|           | Set the example.                                         |
|           |                                                          |
|           | -   Share the hazards and hardships with your            |
|           |     subordinates.                                        |
|           |                                                          |
|           | -   Don't show discouragement when facing set backs.     |
|           |                                                          |
|           | -   Choose the difficult right over the easy wrong.      |
+-----------+----------------------------------------------------------+

***We Were Soldiers***

**1. Document film clips illustrating the Wildland Fire Leadership
Values and Principles.**

**2. Discuss leadership lessons learned from the film with group members
or mentor.**

**Duty**

-   Be proficient in your job, both technically and as a leader.

-   Make sound and timely decisions.

-   Ensure that tasks are understood, supervised and accomplished.

-   Develop your subordinates for the future.

  -----------------------------------------------------------------------

  -----------------------------------------------------------------------

**Respect**

-   Know your subordinates and look out for their well being.

-   Keep your subordinates informed.

-   Build the team.

-   Employ your subordinates in accordance with their capabilities.

  -----------------------------------------------------------------------

  -----------------------------------------------------------------------

**Integrity**

-   Know yourself and seek improvement.

-   Seek responsibility and accept responsibility for your actions.

-   Set the example.

  -----------------------------------------------------------------------

  -----------------------------------------------------------------------

***We Were Soldiers***

**Guided Discussion**

1\. Which of the characters in the movie appear to be leaders? How
effective are they?

2\. Lt. Col. Moore chose Major Bruce "Snake" Crandall to be a part of
the air cavalry team. What reasons did he give for the choice?

3\. Lt. Col. Moore makes the following statement: "Sgt. Maj. Plumley and
I come from the paratroopers where the officer is always the first one
out of the plane, because to follow your instincts and to inspire your
men by your example you have to be with them where the metal meets the
meat." How does this statement relate to your perception as a leader?

4\. During training, Lt. Col. Moore makes this statement, "A leader must
remain cool and calm. And second, he must learn to ignore explosions,
the heat and dust, the screams of the wounded; this is normal on the
battlefield. Normal!" What is "normal" in the wildland firefighter
environment? What, if anything, can be ignored by the wildland
firefighter leader?

5\. How does the decision-making environment of the movie parallel that
of the wildland fire service? What lessons will you take from the movie
to make your team stronger?

6\. Prior to deployment, Lt. Col. Moore can be seen preparing himself
for battle. What self-development tools did he use to prepare himself as
a leader? What similar self-development tools are available for the
wildland firefighter?

7\. Lt. Col. Moore makes a Crazy Horse reference stating that every
woman in the tribe was called "mother" and every elder called
"grandfather." He also states, "The tribe fought as a family. Take care
of your men. Teach them to take care of one another. 'Cause when this
starts, each other is all we're gonna have." What tool is available to
wildland firefighters to assess the closeness of their "family?"

8\. Even though the 7^th^ Cavalry was put into a situation that had
never been done before and had little information about the enemy, they
undertook the assignment. Have you been in a similar situation? What was
the outcome?

***We Were Soldiers***

**The following clips illustrate the Wildland Leadership Values and
Principles. These are only guidelines and may be interpreted differently
by other views; they are presented as a guide for facilitation.**

**Duty**

  -----------------------------------------------------------------------
  **During training, a soldier intercepts radio transmissions. Lt. Col.
  Moore identifies the soldier as his radio operator. (Consider
  individual skill levels and development needs when assigning tasks.)**

  **Lt. Col. Nguyen Huu An has many options to play off the American
  battle plan. (Develop a plan to accomplish given objectives.)**

  **Lt. Col. Moore tries to train the regiment for conditions they have
  never seen prior to the conflict. (Develop your subordinates for the
  future. Clearly state expectations.)**

  **Lt. Col. Moore and Sgt. Maj. Plumley get the sense of an ambush.
  (Maintain situation awareness in order to anticipate needed actions.)**

  **Mrs. Moore notifies of fatalities instead of receiving a telegram
  from cab drivers. (Take charge when in charge.)**
  -----------------------------------------------------------------------

**Respect**

  -----------------------------------------------------------------------
  **The soldiers are placed into a situation that they have never been in
  before with an enemy that has 20 years of experience. (Consider team
  experience, fatigue and physical limitations when accepting
  assignments.)**

  **2^nd^ Lt. Geoghegan recognizes his soldiers need to take care of
  their feet. (Take care of your subordinate's needs. Observe human
  behavior as well as fire behavior.)**

  **Mrs. Moore leads the soldiers' wives during a gathering to pool local
  resource knowledge. (Take care of your subordinate's needs.)**

  **Headquarters wants Lt. Col. Moore to return to Saigon for a
  debriefing during the middle of the conflict. Lt. Col. Moore ignores
  the command. (Conduct frequent debriefings with the team to identify
  lessons learned. Make yourself available to answer questions at
  appropriate times.)**

  **Reporter Joe Galloway is given a gun to protect himself during the
  conflict. (Take care of our subordinate's needs.)**
  -----------------------------------------------------------------------

**Integrity**

  -----------------------------------------------------------------------
  **Lt. Col. Moore selects Maj. Crandall as a team member. (Credit
  subordinates for good performance.)**

  **Lt. Col. Moore studies military history. (Know yourself and seek
  improvement.)**

  **Lt. Col. Moore tells the unit he will be the first on the ground and
  the last off. (Share the hazards and hardships with your
  subordinates.)**

  **When feeling doomed, a soldier comments that the platoon is not
  lost---just surrounded. (Don't show discouragement when facing set
  backs.)**

  **Sgt. Maj. Plumley tells Lt. Col. Moore to take cover when he attempts
  to jump into the line of fire. (Actively listen to feedback from
  subordinates.)**
  -----------------------------------------------------------------------

***We Were Soldiers***

**Guided Discussion -- Possible Answers**

1\. Which of the characters in the movie appear to be leaders? How
effective are they?

-   **Answers will vary, but may include:**

    -   **Lieutenant Colonel Hal Moore, Major Bruce "Snake" Crandall,
        Sargeant Major Basil Plumley, 2^nd^ Lieutenant Jack Geoghegan,
        Lieutenant Colonel Nguyen Huu An, Sergeant Ernie Savage, Major
        General Henry Kinnard, and Mrs. Julie Moore.**

2\. Lt. Col. Moore chose Major Bruce "Snake" Crandall to be a part of
the air cavalry team. What reasons did he give for the choice?

-   **Major Crandall's men trained on Sundays when they did not have
    to.**

-   **Although Army regulations dictated pilot height, Major Crandall,
    knowing Captain Ed "Too Tall" Freeman's pilot abilities, allowed him
    to fly.**

3\. Lt. Col. Moore makes the following statement: "Sgt. Maj. Plumley and
I come from the paratroopers where the officer is always the first one
out of the plane, because to follow your instincts and to inspire your
men by your example you have to be with them where the metal meets the
meat." How does this statement relate to your perception as a leader?

-   **Answers will vary.**

4\. During training, Lt. Col. Moore makes this statement, "A leader must
remain cool and calm. And second, he must learn to ignore explosions,
the heat and dust, the screams of the wounded; this is normal on the
battlefield. Normal!" What is "normal" in the wildland firefighter
environment? What, if anything, can be ignored by the wildland
firefighter leader?

-   **Answers will vary, but may include discussions regarding
    environmental factors such as dust and smoke and situational
    awareness. Refer students to the Risk Management Process in the
    IRPG.**

5\. How does the decision-making environment of the movie parallel that
of the wildland fire service? What lessons will you take from the movie
to make your team stronger?

-   **Answers will vary, but may include:**

    -   **Wildland firefighters must make decisions that can ultimately
        affect the lives of others. Rushes to judgment/action can result
        in the loss of life. Individuals may not let their concerns be
        known for various reasons---not tough enough, administrative
        concerns, politics, etc. Wildland firefighters owe a duty to one
        another to talk about questions and concerns they have.**

6\. Prior to deployment, Lt. Col. Moore can be seen preparing himself
for battle. What self-development tools did he use to prepare himself as
a leader? What similar self-development tools are available for the
wildland firefighter?

-   **Lt. Col. Moore studied prior battles of the French in Indo China.
    He familiarized himself with the battle strategies of Lt. Col.
    Nguyen Huu An. He also read about General George Armstrong Custer
    and his failures as a leader.**

-   **The wildland firefighter has the following references available:
    Leadership Toolbox
    (<http://www.fireleadership.gov/toolbox/toolbox.html>) which
    includes the Professional Reading Program, Staff Rides, Tactical
    Decision Games/Sand Table Exercises, etc., and the Wildland Lessons
    Learned Center (<http://www.wildfirelessons.net/>) which includes
    After Action Reviews, case studies, investigations, etc.**

7\. Lt. Col. Moore makes a Crazy Horse reference stating that every
woman in the tribe was called "mother" and every elder called
"grandfather." He also states, "The tribe fought as a family. Take care
of your men. Teach them to take care of one another. 'Cause when this
starts, each other is all we're gonna have." What tool is available to
wildland firefighters to assess the closeness of their "family?"

-   **Mission-Centered Solutions created the Crew Cohesion Assessment
    which can be found on the Wildland Fire Leadership Development Web
    site at
    (<http://www.fireleadership.gov/toolbox/documents/Crew_Cohesion_Assessment.pdf>).
    *This may be a good opportunity to complete the assessment*.**

8\. Even though the 7^th^ Cavalry was put into a situation that had
never been done before and had little information about the enemy, they
undertook the assignment. Have you been in a similar situation? What was
the outcome?

-   **Answers will vary. This may be a good opportunity to refer
    students to "How to Properly Refuse Risk" in the IRPG.**