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on is doing: www.1id.army.mil Leadership Edition

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1

TEAMWORK is the foundation of the Big Red One. I shall

never fail my team, for I maintain the standard. My conduct and self-discipline sets the example for others to follow.

HONOR is what I stand for-an American Soldier on duty

for my country. My loyality is intense. I display care formy fellow Soldiers and my chain-of-command through courage,respect, integrity and compassion.I have learned to 

ENDURE, to thrive in adversity. 

The harsh reality of combat gives me the enthusiam forrealistic training. I am physically and mentally strong tomeet the demanding situations my unit encounters.We are one in the Big Red One. Our 

BROTHERHOOD

gives us strength to 

fi ght on to any objective and accomplish the

mission as our veterans have done before us. I live the legacy ofmy division.READINESS is my priority. To be ready for any mission,

anytime, anywhere. My business is 

fi rst-class training and living

high standards of care and equipment, weaponry and tacticaland technical competence.My 

ORGANIZATION is my strength. The BRO is bigger 

than any one individual. It gives me purpose, self-con

fi dence, 

competitive spirit, intestinal fortitude and the desire to 

fi ght 

with all my heart.

bro creed bro creed

US Army Photo

1st Infantry Division Commander

Maj. Gen. Robert Durbin

1st Infantry Division (Acting) CSM

Command Sgt. Maj. James Savitski

1st Infantry Division PAO

Lt. Col. Christian Kubik

1st Infantry Division PAO NCOIC

Master Sgt. Amanda Glenn

Editor

Sgt. 1st Class Pamella Voss

Assistant Editor

Laura Stroda

Layout and Design

Floyd Hansford M/VISC

Duty First! uty F

i

r

s

t!

No Mission too Diffi cult. No Sacrifi ce too Great.

April 2008 www.1id.army.mil

The Duty First is an unoffi cial publication produced under the provisions of AR 360-1, published by Soldiers of the 1st Infantry Division. Editorial views and opinions expressed are not necessarily those of the Department of Defense, the Army or the 1st Infantry Division. All photos are Army photos unless otherwise noted. Circulation is 6,000 per issue, printed quarterly. Story and photos submissions are welcome and should be sent to: 

1st Infantry Division

Public Affairs Offi ce 

ATTN: Editor 

Bldg. 405

Fort Riley, Kan. 66442. 

Telephone number 

785-239-8126 or 785-239-2402 

DSN 856-2402 or 856-3616 fax 

785-239-2592 

or visit Duty First online at 

www.1id.army.mil
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Duty First www.1id.army.mil ty F Dut irst www.1id.army.mil

Last month, I talked about caring. Command Sgt. Maj.

Savitski talked about leading. I think it’s important to understand that leading is really an extension of caring. If you genuinely care about your Soldiers, you will be an effective leader. 

Leadership means 

fi rst knowing your Soldiers; not only 

knowing your Soldiers as Soldiers, but as young men and women who are learning, growing and maturing before your eyes. Good leaders believe in their Soldiers, and know that when one of them makes a mistake, it probably isn’t because they are trying to make a mistake. 

A good leader knows that a string of 

problems with a Soldier usually means the Soldier has personal problems. The leader must get involved to help resolve those personal problems. 

One of the most important aspects 

of leadership is to know your Soldiers well enough to know when they are in real trouble, i.e. contemplating suicide. Suicide is a terrible killer of Soldiers today, and good leaders are always on the lookout for signs. 

Pay attention to suicide awareness 

training and know your Soldiers well enough to intervene aggressively 

when needed. Soldiers in trouble need strong, positive leaders – leaders who believe in them. Be that leader.

As a leader at any level, 

you must focus your efforts toward developing our junior leaders - Soldiers, noncommissioned of

fi cers 

and of

fi cers. Our young 

Soldiers and leaders have performed extremely well 

3

Commanding General Danger 6

Leadership...an extension of caring

Maj. Gen. Robert Durbin

on the battle

fi eld, but our focus and commitment there have 

left gaps in their professional development. 

Knowing your Soldiers is very important. But just as 

important is taking action when it’s needed. As Command Sgt. Maj. Savitski points out in his explanation of Oak Tree Counseling, sometimes leaders know, but they fail to act. That wink and a nod will get your Soldiers killed -- you must, 

at a minimum, forge a verbal contract with your Soldier that mitigates the risks. This is the essence of Oak Tree Counseling. Read the article on page 19 of this issue for a fuller explanation.

I don’t want anyone to think 

that counseling is negative. It isn’t. Counseling is “Caring” in action at the ground level. Read Danger 7’s great article on what Oak Tree Counseling is, and I think you’ll begin to understand the value and importance of counseling and of caring, and of positive actions to mitigate risks. 

Great leadership is truly “caring” 

in action. It is motivating men and women to do their best, to accomplish the mission, to achieve, to reach their potential. Leadership is caring for 

Soldiers – knowing when one of yours is in trouble and taking positive action to help them. 

Great leaders have a 

passion for this great Army and our great Soldiers, and that passion drives excellence. 

Great leaders live our 

Division motto: 

No mission too 

diffi cult. 

No Sacrifi ce too great. 

Duty First! 

My four cornerstones of leadership at the ground level are: 

1. Lead, don’t “manage” Soldiers. Be compassionate and 

understanding, yet 

fi rm when necessary, providing solid 

guidance.2. Build character. Do what’s right, every time. Don’t ever 

cut a corner. And don’t let your Soldiers cut corners. It’ll catch up and kill you and your Soldiers. 3. Motivate! Praise constantly. Condemn wrong actions, 

not the Soldier. Motivate by example, by leading with rewards, and with punishment when necessary.4. Plan ahead. Spend 15 minutes each day with your feet kicked up on the desk; burn some brain fuel. Think nearterm and long-range. Anticipate problems and requirements, and then 

fi gure out how to meet and beat them.

Leaders, you more than anyon

are doing after work and on the wyou is don’t just know what they what’s right.

In this issue Danger 6 tells you 

are in trouble, and I will tell you aout of trouble. Let me paint you a 

Think back to your last comp

safety brie

fi ng. The company com

and 

fi rst sergeant stood there in 

that company formation and for a few minutes about being not drinking and driving and designated driver, and nobody because everyone had heard it al

No one paid attention, so 

behavior or plans changed. And had a DUI that weekend, or somekilled.

That’s why I’m re-introducin

Red One leaders and Soldiers to OCounseling.

Oak Tree Counseling is an i

paperless counseling between lethe lowest level and the Soldiers wfor them every day. It’s leaders few minutes to see what their Solthem see and plan for all the risleaders and their Soldiers lay oexplain how and agree to take st– designate a DD now, or sleep 

starting that 15-hour drive home created a verbal contract that keeSoldiers know their leaders care 

The company-level safety bri

conversations leaders have alread

Leaders, make your Soldiers 

just check the block. Don’t let Soplans for the weekend. Don’t accit’s not true. You know who is gowho’s getting off work at 1700 anSo call them on it, and then do moand don’t drink and drive or take long drive. 

Command 

Command Sgt. Maj. James S

Leadersh
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5

1st bDe 1st bDe

Spc. Dustin Roberts1st BDE PAO 

FORT RILEY, Kan. - You are a Transition Team 

member; your team’s job is to advise and mentor an Afghan National Army brigade commander. 

In a meeting with your Afghan counterpart, the 

local village police chief, the village mayor and an interpreter, a dilemma is thrown your way. 

The mayor and police chief are worried about 

their local citizens and have reason to believe that ANA soldiers are destroying homes, shooting people and stealing items; pretty much raising havoc in the town. 

There is no proof that your counterpart’s soldiers 

are responsible for the destruction, and the brigade commander does not see eye-to-eye with the village leaders. After an exchange of argumentative words between the Afghans in a language you don’t understand, your counterpart angrily walks out of the meeting. 

Do you stay and 

fi nd out the underlying issues 

between the mayor and the police chief, or do you 

also walk out on them and support your counterpart? 

This is one of 10 scenarios used in “leader meets,” 

a Transition Team training, part of the 60-day training cycle on Forward Operating Base Army Strong at Fort Riley. 

Leader meets are one-hour long, staged conversations 

between Transition Teams and Afghan or Iraqi roleplayers, who act as host-nation government offi cials or 

military commanders. 

“There are a few scenarios that really get the 

servicemembers to think on the spot,” said Staff Sgt. Ross Frey, an observer/controller/trainer with the Directorate of Cultural Awareness and Counterinsurgency, 1st Brigade, 1st Infantry Division.

 The training is designed to strengthen 

fi ve 

skills essential to building rapport with the team’s counterparts: 

cultural awarenessnegotiation skillsunderstanding the role as advisorsinterpreter skillsteam dynamics 

“Because of the training here, our servicemembers 

Leader Meets: Transition Team Training with the Devil Brigade

US Army Photo

are able to communicate betteover there [Iraq or AfghanistaBonano, also an observer/coDCC. “They even develop bthem.” 

Part of gaining trust and f

nation’s counterpart is knowtheir culture. 

An example of this is whe

are offered tea in a meeting; thbefore the host starts drinking

“At the time of 

fi rst scenar

the [host] language; they someven a simple greeting,” said that they start developing into later meetings, they start to comfortable with the language

As cultural awareness in 

training is essential, developnegotiation skills make difference in successful leameets, added Bonano.

“We really challenge their 

that helps them understand thhe said. 

Some TT members think t

Afghanistan to solve problemDCC, that is not their job.

“The mission as an advisor 

fi x the problems, not 

fi x the pr

said. 

The TT members use interpr

here, just as they will when hthe country they will be advis

One of the most importan

interpreter to advantage is w
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7

3rd HBCT 3rd HBCT

Sgt. Brian Tierce, 2nd HBCT PAO

FORT RILEY, Kan. - Imagine if you can that 

your immediate family is made up of more than 180 men and women from all walks of life. Their ages range from 17 to over 50, and you are responsible for making sure they are all taken care of. This is the daily reality for a company commander and 

fi rst 

sergeant. 

The job of a commander and 

fi rst sergeant is not an 

easy one, but early each morning Capt. Ryan Cripps, commander, Headquarters and Headquarters Company, 3rd Heavy Brigade, 1st Armored Division and 1st Sgt. Manuel Stokes, HHC, 

fi rst sergeant. 

come to work to take charge and provide for their Soldiers.

Stokes’ responsibility is to be the 

senior enlisted advisor to the commander and on all Soldiers’ actions. 

For example, he keeps track of those 

going to promotion boards, schools and is in charge of the company physical training program, said Stokes.

He advises the commander of 

disciplinary actions for the company.

Stokes makes sure noncommissioned offi cers and platoon 

sergeants are keeping Soldiers informed and looking out for their health and well-being.

 “I look out for them like they are 

my own nieces and nephews and try to help Soldiers improve their day-today activities,” said Stokes. 

It is his job to make sure that all 

information is being passed down to the lowest level. 

Another part of being the company 

fi rst sergeant is keeping Soldiers informed about their educational opportunities. Stokes makes sure Soldiers know about continuing their 

education through correspondence courses and eArmyU. 

“I let them know all the programs that are available 

for them and their Family members.”

Cripps said his missions include: 1. To ensure my Soldiers are ready for combat. 2. I am in charge of the Soldiers’ welfare and wellbeing including their Families. 3. I am responsible for taking care of Uniform Code 

of Military Justice Actions involving my Soldiers.

“It is my job to make sure my Soldiers are taken 

care of. I provide training for my Soldiers to make 

Stokes makes sure noncommissioned offi cers and 

platoon 

Bulldog Leadership

Capt. Ryan Cripps, Commander, HHC, 3rd HBCT, shakes the hand of newly promoted Spc. Andrew Lothes

Capt. Ryan Cripps (center), Commander, HHC 3rd HBCT, passes the guidon to 1st Sgt. Manuel Stokes (right) during a recent change of responsibility ceremony.

3rd BULLDOG BCT

sure we can all shoot and that (Military Occupation Specialtyperform our job in a 

fi eld envi

he said.

Cripps is in charge of m

Readiness Group runs success

“This means keeping our Fa

as single Soldiers and their Fa

Along with morale and we

Cripps, “I make sure my Soldthing at all times and are in we are out training, they are (kevlars) and IBAs (intercepto

Both Cripps and Stokes ar

their Soldiers succeed. 

It’s not about being self-rew

it’s about knowing that Soldieor promoted for the accomachieved. 

Editor’s Note: This article 

the brigade’s re-fl agging.

Capt. Ryan Cripps, HHC 3rd HBCT, lCommander, 3rd HBCT 1 AD, puts the streamer on the unit’s banner during a 
Duty First www.1id.army.mil

9

3rd IBCT 3rd IBCT Maj. Chevelle Thomas 3rd IBCT PAO FORT HOOD, Texas - The Leader Development Education for Sustained Peace seminar came to Fort Hood, Texas Feb. 27-29 to train leaders of the 3rd Infantry Brigade Combat Team, 1st Infantry Division, on current 

United States objectives and regional geopolitical and cultural framework.

This type of training helps leaders prepare for 

upcoming deployments to areas like Iraq and Afghanistan by giving them insight into different ways of handling their mission for a specifi c operational environment.

The mission for today’s Soldier ranges anywhere 

from peacetime operations to combat operations or even stability operations with a variety of coalition or multinational partners, agencies and civil authorities. This is a dynamic battlefi eld that demonstrates many leadership challenges for Soldiers to face.

“So, we must understand our environment [Iraq and 

Afghanistan], and this comes down to being able to fi ght 

without making more enemies. Every time we use force 

it impacts the environment around us. This is one of the pieces of the puzzle to help us down to the lowest level: ‘the shoot or no shoot decision making,’ that we have to make every day,” Col. John Spiszer, brigade commander said.

“We have found and I have seen the transition in the 

last four years from commanders, leaders and Soldiers that used to sit in the class and say ‘Why are we here’ and now sit in the class and say ‘I wish I had this information when I fi rst deployed.’ I have really seen the growth in 

our leaders to accept the challenge that lies before us,” Robert Tomasovic, LDESP program manager said.

Some of the Soldiers were very excited about the 

seminar.

“It was the most informational intelligence back brief 

that I have ever gotten in my military history or career. The professionals actually came in; you know people who are actually of the ethnic group or country,” Staff Sgt. Michael Williams Jr., Troop C, 6th Squadron, 4th Cavalry Regiment, team leader said.

“I liked it because it [negotiations class] brought some 

things that I didn’t think about, for example, how not to lay everything out on the table. I think a lot of us are used to saying, well this is what I can bring, this is what I 

Today’s Leaders: 

Staff Sgt Thomas Bradley (left) and Spc. Christopher Reneau (right) with 3-1, STB, company c., push a Ku Band Tactical Satellite Terminal to a designated setup location at NTC. Photos by Sgt Christopher Goodman 

Dukes Train

for Tomorrow’s Challenges

want to do, but we need to learn tsometimes. Let the other person 

so that we can get a better idea of bring to the table,” said Sgt. 1sHeadquarters and Headquartesquadron effects noncommission

The leadership challenge is h

to better educate Soldiers. For simple and for others it required 

Williams felt that just kn

motivations of the Afghan ohabits and how they think wmore culturally aware and theoperational environment. Jessup changing a thought process.

“As fi re supporters, a young 1

to call for fi re. You go out there 

mission, and you put steel on tarto try and change that view and 
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11 

4th IbCT 4th IbCT

BELLATE IMPAVIDE

Task Force Dragon - has seen ask Force Dragon - has seen substantial success and progress ubstantial success and progress in the Rashid Security District of n the Rashid Security District of Southern Baghdad. In 10 brigade- outhern Baghdad. In 10 brigadelevel operations conducted since evel operations conducted since Mar. 7, 175 named targets have ar. 7, 175 named targets have been captured, with 27 of those een captured, with 27 of those being at one time ranked in eing at one time ranked in the brigade’s top-10 high value he brigade’s top-10 high value individual list. More than 1,700 ndividual list. More than 1,700 detainees have been successfully etainees have been successfully processed for long-term detention rocessed for long-term detention based on evidence gathered on ased on evidence gathered on their activities. heir activities.In May 2007, anticoalition/enemy n May 2007, anticoalition/enemy attacks were at a deployment high ttacks were at a deployment high of 928 events, averaging more f 928 events, averaging more than 30 per day. In Feb. 2008, there han 30 per day. In Feb. 2008, there 

have been just 61 enemy-initiated events with a ave been just 61 enemy-initiated events with a projected total of 80 for the month. rojected total of 80 for the month. The brigade has completed more than 220 essential he brigade has completed more than 220 essential services projects ranging from the construction and/ ervices projects ranging from the construction and/or repair of key infrastructure, electricity, education, r repair of key infrastructure, electricity, education, water, sewage and trash collection. Markets across ater, sewage and trash collection. Markets across the district are now more secure thanks to the use he district are now more secure thanks to the use of temporary barriers and the improved security f temporary barriers and the improved security situation, with 32 markets and an estimated 3,969 ituation, with 32 markets and an estimated 3,969 stores. The Dora tores. The Dora Market, which had just arket, which had just three stores open for hree stores open for business as a result usiness as a result of sectarian violence f sectarian violence in late Dec. 2006, now n late Dec. 2006, now has more than 600 as more than 600 flourishing shops. ourishing shops

Well Done!
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13

1st CABMaj. Enrique T. Vasquez 1st CAB, PAO CONTINGENCY OPERATING BASE SPEICHER, Iraq - In northern Iraq, when American Soldiers step onto a new outpost or move to a critical part of the battle

fi eld they 

often arrive via the UH-60 Black Hawk, a medium lift utility helicopter and the workhorse of Army aviation.

Managing and operating these highly sophisticated marvels 

of modern avionics are the men and women of the 3rd Assault Helicopter Battalion, 1st Aviation Regiment. Known as the “Nightmares,” these air and ground crews work all hours of the day and night, moving troops to various destinations as part of the Combat Aviation Brigade, 1st Infantry Division’s sustained air operations effort.

Before any mission takes off, 3-1 Avn. Regt. crews check and 

verify each integral component of their aircraft, ensuring it is safe to 

fl y. 

“We conduct prefl ight checks, looking for show-stoppers 

and for de

fi ciencies that might keep the aircraft from 

fl ying. The 

pilots do the run-ups,” said Sgt. Charles Ceideburg, Company B, 3-1 Avn. Regt. 

“They get the APU (auxiliary power unit) going and load 

the 

fi lls radio codes and check the radios. The pilots turn the 

Photo by U.S. Army Maj. Enrique T. Vasquez

Pfc. James Nally of Company B, 3-1 Avn. Regt., keeps watch as his UH-60 Black Hawk ferries troops across northern Iraq. 

Photo by U.S. Army Sgt. 1st Class Jeff Troth

Sgt. Charles Ceideburg, 3-1 Avn. Regt., enters data into a laptop used to manage maintenance records for a UH-60 Black Hawk before a mission.

Maj. Enrique T. Vasque

z

blades, do an engine HIT (h

check and get ready to 

fl y,” he sai

After the Black Hawk pilots a

chiefs take over and ensure passeaircraft. 

“We make sure those approac

themselves while boarding, so we and exit from the three and the We then make sure everybody is fastened that and nobody is going to fall out of the aircraft,” said Ceideburg.

 “Passenger safety is not really 

an issue with us as long as they get their seatbelt on and follow the directions of the crew chief,” said Spc. Jacob Norotsky, Co. B, 3-1 Avn. Regt.

Unlike 

fl ight attendants back 

home, a crew chief is trained to protect his or her passengers.

 “Everybody here is quali

fi ed 

to 

fi re their weapon ... for the 

security of passengers,” said Norotsky. “So, you might as well be getting in your van back home and going to the grocery store; we are going to keep you that safe.”

Crew chiefs must remain 

pro

fi cient with their door guns, 

since they often have to stand ready to support combat missions outside the wire.

An infantry squad disembarks a UH-63rd Assault Helicopter Battalion, 1st ABrigade, 1st Infantry Division, which 

Photo by Sgt. 1st Class Jeff Troth
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y F

15

1st sbStaff Sgt. Bryant Maude 1st SB, PAO CAMP TAJI, Iraq – Inside the 1st Sustainment Brigade headquarters and dispersed 

among the various battalions in its organization, there is a group of Soldiers, non-commissioned offi cers and offi cers who pride themselves as members of “SPO Nation.” 

 “SPO Nation is a mental 

state of being,” says Lt. Col Hielke “Hike” Welling, the offi cer in charge for support operations at the 1st SB. “It’s a collective group of offi cers, 

NCOs and Soldiers whose mission is to be combat multipliers for the war

fi ghter, 

where we try to do everything right the 

fi rst time.”

The term SPO Nation was 

fi rst coined by Maj. 

Christopher Dexter, the deputy support operations offi cer for the 1st SB, at Fort Riley, Kan., prior to their departure for Iraq.

“I was looking for some kind of team name,” Welling 

said. “He was talking about living the dream and SPO Nation because of the size of the organization, so I put it out there and it wasn’t long before it caught on with the Soldiers.”

If you look at SPO Nation, you will 

fi nd out quickly that this mindset has produced exceptional results in a short period of time. These results were not a product of luck, happenstance or accident, they were the result of very precise, purposeful planning that started back in Fort Riley several months prior to their deployment, said Wellington. 

In November 2006, before the 1st Infantry 

Division Support Command transformed into the 1st SB, Welling and his team were in contact with the in-theater brigade, the 15th Sustainment Brigade. In April, they joined several of the soon-to-be subordinate commanders in an exercise at Fort Bragg, N.C., where they could put faces to names. There the seeds of change were planted that yielded the type of 

productivity gains Welling was striving for.

“At this point we had no ideas of changing things, 

it was more of a time to gain insight as to how we’d support 19 brigades in the area of operation,” Welling said.

After hitting the ground in September 2007, the 

group began its investigation; learning about the support process and asking the hard questions like “How do we do things better?” and “How do we 

improve the process?”

“Again, that SPO Nation mindset led us to 

peeling back the onion, and we found things that didn’t look right, things that could be done better,” said Welling. “We wanted to know why it was being done this way.”

This line of questioning guided them 

to develop initiatives. In these initiatives SPO Nation set out to improve the 10 sections underneath them - everything from contracting, services and supply to 

distribution management and planning.

SPO Nation saw immediate results in some areas. 

The 

fi rst success was changing the distribution 

mission at Forward Operating Base Hammer. 

“When we arrived, Hammer was getting their 

support from Camp Taji and Balad and that didn’t make sense from a time and distance factor,” Welling said. “At the time, there was a 13-day wait for a part to 

Sustainment Brigade: 

Moving product out of the Class 1 yard on VBC Photos by Staff Sgt. Bryant Maude

SPO Nation,

Driving to Perfection

arrive, and this was aff

rates.”

The challenge to provid

Hammer was location; it’s onthe Euphrates River. After cdetermined that the Soldiers out of Victory Base ComplAir

fi eld) rather than Camp Taj

Welling reached out to the 

Battalion at VBC with the idea to them.

“We were excited to get t

Paul Sanders, the support op

“Make It Happen” battalion. innovations made by us early of our other FOBs, and this freso we used those assets to sup

One area affected by the c

Support Activity at FOB HOffi cer 3, Pandora Searls, technician for Company A, 2Battalion, was having issues repair parts retrograded from Army supply system.

 “The 168th was very respo

the retrograde back into the said Searls. “They are not ooff, but are also picking up 

fi 

retrograde a week.”

Staff Sgt. Franklin Stoner, Class I nocharge, stands in the middle of ovewater destined for Soldiers, civilianin Multi-National Division-Baghdad.
Duty First www.1id.army.mil

17

75th Fires BDE 75th Fires BDE Kevin Young Fort Sill PAO

FORT SILL, Okla. - Rinehart Fitness Center 

was packed to capacity Tuesday afternoon as Fort Sill bid farewell to one of its major tenant units.

The post held a deployment ceremony for the 

Headquarters and Headquarters Battery of the 75th Fires Brigade as it prepared to join the Multi-National Division North in Operation Iraqi Freedom. 

To mark the deployment, Maj. Gen. Peter M. 

Vangjel, commanding general of the U.S. Fires Center of Excellence and Fort Sill, made offi cial 

remarks during the ceremony.

“They are probably the most capable 

fi ghting 

force this country has ever assembled,” Vangjel said. “They have answered the call, and they will serve with ‘Redleg’ pride and distinction.” 

Vangjel said the unit will be responsible for 

controlling lethal 

fi res in their area of operation, 

deliberate 

fi re planning, targeting and sensor 

management for more than 70 different radar systems

They will also be responsible for coordinating air 

space management and providing critical information to the division commander about insurgent indirect fi res and IEDs - which is going to keep our Soldiers alive because they will be studying, analyzing and providing information on the latest tactics, techniques and procedures of our enemies.”

According to brigade commander, Col. Dominic 

E. Pompelia Jr., the brigade cleared the 

fi nal hurdle 

to deployment when it completed a mission readiness 

exercise in December and was certi

fi ed “mission 

capable” by evaluators from the 1st Infantry Division. 

“Our mission is going to be the forward support 

artillery headquarters for the Multi-national Division North,” Pompelia said, “and that includes synchronizing all lethal and non-lethal effects to achieve the division commander’s objectives.”

Pompelia said the non-lethal aspect of the mission 

will require the staff to recommend protective measures for Soldiers and also become familiar with Iraqis in their area to enhance civilian and military coordination between the division and Iraqis.

The deployment marks the third deployment of the 

unit to Iraq. The unit continues a tradition of 

fl exibility 

because its focus during its 

fi rst deployment to Iraq was 

the search for weapons of mass destruction.

‘Redlegs’ Deploy Redlegs

’ Deploy

2nd Lt. Jon Short, HHB, 75th Fires Bde., battery executive offi cer, salutes, and three spouses wave, as the aircraft taxis toward the fl ight line. Photos by Sgt. 1st Class Kelly McCargo

Sgt. 1st Class Walter Wall (right) 75th Fires Bde., sensor managment NCOIC takes a thank you from a Veteran during the 75th Force Field Artillery departure ceremony. 

1st Infa

1st Infantry DivisionOldest continuously serving divisin three brigades and multiple suPrimarily located in Fort Riley, Kstates, Kentucky, Oklahoma and Preparing for modularization in 

3rd SReturnProvidArmy Schedu

75th Fires Brigade, Fort SIntegrate attached ground and aiorder function as a maneuver hefull spectrum operations.Separate battalions currently depOperation Iraqi Freedom.

2nd Infantry Brigade Combat Team, ForPreparation for rotation to the National Training CenFort Irwin, Calf., in early summer 2008.Scheduled to deploy in summer/fall 2008.

3rd Infantry Brigade Combat TeamOne of the Army’s newest brigades, recently rTraining Center, Fort Irwin, Calf.Deploys in support of Operation Enduring Fre
Duty First www.1id.army.mil

19

Oak tree Counseling

By Spc. Dustin Roberts 1st Inf. Div. PAO

Counseling between noncommissioned of

fi cers and 

their Soldiers is a tool of communication to help self development.

The key word is communication. If NCOs and 

subordinates have trouble communicating, chances are the job won’t get done as smoothly as it should. 

“Counseling allows Soldiers to discover their 

strengths and weaknesses,” said 1st Sgt. Archie Smith, Headquarters, 1st Infantry Division. “It lets the Soldiers know where they stand in their job performance and productivity within the organization.”

Most Soldiers know the Department of the Army 

form 4856 is used for things like initial, event-oriented, negative and positive counseling statements. 

What the DA 4856 doesn’t do is allow an NCO get to 

know their Soldiers and what’s going on in their day-today lives. 

Communication Matters

That’s where “under the oak tree” counseling comes into 

play. 

“Under the oak tree” means for an NCO to sit down 

and communicate with Soldiers – 

fi nd out who they are 

personally. 

“Under the oak tree counseling is not formal,” Smith said. 

“That’s how we (NCOs) 

fi nd out really what the Soldiers are 

thinking and where they are coming from – and this so we can help them. If we just wait until a formal counseling, we are missing what they are really going through in life.” 

Some believe under the oak tree counseling should be 

done before weekends, so NCOs are more informed about what Soldiers have planned in their off-duty hours.

“We don’t just wait till Friday – Under the oak tree 

counseling is everyday,” Smith said. “In my eyes, Soldiers will respect NCOs more if they know the NCO is honest and sincere.” 

do

ne before weekends,so NCOs aremore informed about 

what Soldiershave planned i

n theiroff-duty hours.

“We don’tjust wait till Friday–

Under the 

oa

k tree

co

unseling is ever

yday,” Smith sai

d. “In myeyes, Soldiers

will res

pect NCOsmore if they kno

w the 

NC

O is honest an

d 

sincere.” By Spc. Dustin Roberts

Honesty is a huge factor in c “You must call a spade a spa

when counseling Soldiers,” saiwhen they are doing right aguidance (and) at the same timeto correct them when they’re w

Soldiers respect an honest N

listening NCO. “Soldiers should be more isaid Smith. “This way you can verbally show them what right 

NCOs also must be evaluate

NCO doesn’t know how to prophis or her superior has to show from NCOs, but 

fi rst the NCO 

teach. 

“Senior NCOs need to spo

sure they are counseling promain focus is to ensure Soldierbeing counseled for, why they acredibility of the individual.” 

Counseling properly is how 

warfi ghting and professional m

communication between seniobe a priority.

“Be an active listener. Respo

Smith. “But what is most impoSoldier through and through.”

WHO:

Generally NCO leaders (im

WHAT:

Informal, leader-to-led tal

WHY:

This is THE BEST WAY t. . . sincere, personal discu

WHEN:

About weekly, at an oppor

WHERE:

Chow halls, barracks, parksomewhere, cool down aft

TIME REQUIRED:

Less than 5 min.

Oak Tre
Duty First www.1id.army.mil

21

Spc. Francisca Vega1st Inf. Div. PAO

MANHATTAN, Kan. - Spring is closing in, 

bringing along with it the close of college semesters. As classes wind down and students plan for the summer break, enlisted Soldiers are afforded an opportunity to further their education through the Green-to-Gold program. 

Three basic scholarships are available to Soldiers 

across the Army who want to further their education and careers as offi cers. 

The Scholarship, Non-Scholarship and Active 

Duty options all have different deadlines and offer different bene

fi ts. 

For Soldiers with time-in-service and about half 

their bachelor’s degree completed, the Active Duty option may be best. It is offered for a maximum of two years and continues to pay the Soldier at his current rate of pay and allows him all bene

fi ts. While 

under this option, the Soldier’s work responsibilities are shifted to that of a full-time student. With this option, however, the Soldier has to pick up the tab for associated expenses like tuition and books. 

Active Duty is the option most applied for, said 

James Porter, admissions offi cer in the Department of Military Science at Kansas State University. But only 200 slots are available each year. 

Soldiers lacking the amount of necessary credits 

for the Active Duty option can opt for the Scholarship option. The soldier will be relieved of his current military service contract to go to the school of his choice. This scholarship is available for up to four years. The scholarship will pay either tuition and fees or room and board. 

While most Soldiers apply for the Active Duty 

option, the majority are awarded scholarships, Porter said. Soldiers can indicate if they’d accept a scholarship if they’re not approved for the Active Duty option.

For Soldiers who want neither of the previous 

options, there is a non-scholarship option, in which the Soldier is relieved from his current contract-ofservice and is allowed to attend school on his own dime. Unlike the other options, this opportunity is open year round. 

Green-to-Gold has more available scholarship 

spots than applicants, said Porter.

“I’ve been doing this for four years now and I 

have never seen a Soldier that was eligible denied for a scholarship,” Porter said. “We’ve even helped forward-deployed Soldiers with their packets.”

With so many accommodating and 

fl exible factors 

with Green-to-Gold, there seems little reason not to go out and complete an education and progress in the Army.

Green - To - Gold K-State

c. Francisca Veg

a

t Inf

Div PA

O

Soldiers lacking the amount of necessary credits

for th

eActive

Dut

y option

can

opt for the

Scholarship

Scholarships cholarships

Green to Gold Transition Teams a

mentor Iraqi SecuriAfghan National ArmTransition Teams access to Coalitsuch as air sumedical evacuationgathering. Transition Teams atransfer of security the Iraqi and Afghan Dedicating the 1st Headquarters and Division’s Brigades Team mission decommitment by the The consolidation oRiley provides standquality training and resources.
Find out what your Division is doing: www.1id.army.m