Forrest (Wayne) Heard Email & Phone Number

Washington, Dc, Us

My article on planning was published in the latest edition of ARMY magazine. It highlights how to create an organization that can conduct systematic, robust planning for any activity. The process begins with in-depth task analysis; the skills are honed by using the same process for all small and large projects, simple or complex.

Washington, Dc, Us

When the Joint Personnel Recovery Agency (JPRA) program of assisting the combatant commands was resurrected, I began working at USCENTCOM, again. Although I thoroughly enjoyed the challenge and satisfaction of working with the great people of DEA and the interagency, my heart has always been focused on support to the Soldiers, Sailors, Airmen, and Marines in harm's way.As a liaison to USCENTCOM from the Joint Staff activity, JPRA, I mentor and guide the uniformed personnel engaged in Personnel Recovery activities. I review and draft the responses on the documents that come from the Joint Staff and I draft USCENTCOM PR policy, regulations, and orders. I teach and train PR staffs in various venues, primarily in overseas locations; write articles for publication to help DoD personnel understand Personnel Recovery operations, lessons learned, emerging issues, and best practices; and generally work behind the scenes to ensure the Personnel Recovery program is operating smoothly and that all capabilities are being employed, or at least considered.Working with the staff here, I am able to use the project management skills introduced to me in 1982, and refined over the past 30 years to assist the USCENTCOM staff. I've been able to help them put their MBA and Lean 6 Sigma knowledge to work in a practical way managing short-fused requirements, and enduring projects.As an LNO (liaison) from the JPRA, I have facilitated inclusive brainstorming sessions to identify recurring issues, best practices, lessons learned, and emerging issues for the USCENTCOM Personnel Recovery architecture. As the representative to all of USCENTCOM and the components, and my long time work in the Personnel Recovery community of interest, I can readily cross directorate boundaries, or call on colleagues in other organizations to coordinate PR activities. Special thanks to Ron McNeal; Halsey Keats, Curtis Pierce, Leo Poveda, Greg Ralls, Steve Graham, Steve Stringham, and Brian Merriman.

Washington, Dc, Us

In January 2010, I began working with DEA's special operations teams at Quantico. My role changed and expanded to training every DEA employee before they served in overseas, high risk environments. These special agents, intelligence analysts, and administrative personnel were all volunteers and impressive...an incredible group of professionals.I must recognize and give special thanks to Frankie Shroyer, Jim Mincey, and Tom Cannon (DEA employees) and my fellow trainer Michael Moccia. Mike is one of the very best training developers and presenters. Mike was a career survival, evasion, resistance, and escape (SERE) specialist in the USAF and is extremely diligent and professional.During our time with DEA, Mike and I were privileged to not only train DEA personnel but representatives from the Marshal's Service; Border Patrol; Alcohol Tobacco and Firearms; Secret Service (Presidential security detail); and others.The course that Mike, and our predecessors from TATE, Inc., had established included one week of SERE training (classroom and field), which we conducted at the DEA Academy at Quantico. As the demand for training increased (reflecting the desires of the agents to undergo more of what we considered essential capabilities) the course expanded from a 2-hour orientation to 5 full days of hands-on training.Having participated in the initial PR assessment in May 2005, it was a distinct privilege to return to DEA to see the program more fully developed...and to hone my own skills in Survival, Evasion, Resistance, and Escape.

Us

The position at USCENTCOM allowed me to use my mission analysis, or task analysis, and project management skills on a wide range of issues. I was routinely dispatched to subordinate commands throughout the region to facilitate their mission analysis and draft their policies, regulations and orders.During the time I was with USCENTCOM I reviewed every Department of Defense policy and doctrinal publication that impacted Personnel Recovery; I drafted the USCENTCOM PR policies, regulations and orders.In 2009, I went to Afghanistan, on extremely short notice--I was in the airport traveling to another country when diverted--and worked with the recently assembled recovery staff that had rescue oversight for the entire country. None of the staff members had been afforded the opportunity to attend a recovery staff course. I worked with the team for several weeks as they developed their understanding of recovery operations and working on a multi-national staff.Several outstanding leaders were active in the Personnel Recovery operations during this time. The Joint Personnel Recovery Agency (JPRA) representative (and my most immediate boss) was Mr. Ronald McNeal. Previously, we had served in the same Special Forces battalion but never with this constancy. CDR David Byrd (the uniformed lead for the office) was a fantastic, common sense leader who knew how to get the best from subordinates. His eye for the technical details in preparing policies, regulations, and orders were unmatched by anyone with whom I've worked. He did not hoard information; he kept everyone in the office informed of the tasks, responsibilities, activities, and progress. Wisely, the US Navy selected him for promotion and command.In December 2009, the contract ended and I returned to the Washington, D.C. area for work in the Department of Justice.

Arlington, Virginia, Us

In August of 2004, I received a call from the Army Special Operations Division at the Pentagon. I was summoned to Washington, D.C. and asked to be part of a 2-man writing team to develop the first Army field manual (FM) on Personnel Recovery (PR) operations--known as combat search and rescue in the USAF.After completing the document I began working in the Army PR office drafting the policies, regulations, and training that would define the mission and set the trajectory for Army activities in support of this mission. I was fortunate to work with several gifted leaders during this time: Michael Dozier, John Carey, and COL Olivera. During this assignment, I was fortunate to interact with the Army PR staffs in Iraq, Afghanistan, Kuwait, San Antonio, Hawaii, and Europe. In Baghdad, I worked with the Iraqi Assistance Group and assisted in supplying them with personal locator beacons.Months before I arrived on the scene, Mike Dozier had developed a network of like minded-people throughout the Army organization, not just at the Pentagon. When the formal analysis on the emerging mission PR was conducted , he had advocates in every staff in the Department of the Army and major command.The most influential was COL Timothy Waters. He was (is) truly the one I can point to who really does think outside of the box. When we were grappling with a key issue, and we were brainstorming solutions, he changed the question we were asking. The idea he came upon fundamentally changed the way the Army operates. Tim added another key to the manner in which I would brainstorm issues.My employer during this episode and for the next 7 years was TATE, Inc., led by Dr. David Ayres. I still have the greatest respect for Dr. Ayres, the company, and the solid professionals who are employed by TATE, Inc. Those who attend SERE school or read a PR document are influenced by TATE employees. They are ubiquitous in the PR World.

New York, New York, Us

After retiring from the Army at Fort Leavenworth, I entered the corporate world. I was fortunate to begin a career at NYL. They had a great training program and embraced similar values and culture that I had enjoyed as an officer in the US Army.Several agents and managers stood out as influential as I began to meet with and assist clients. Ellen Farrar was the new agent trainer and did a remarkable job of helping the new agents understand the various investment and insurance products. Steve Adkins was the managing partner and a great leader. Larry Weatherford and Roland Welch were knowledgeable and professional agents, always eager to help new agents.During this time in my life, I continued to hone my writing skills and worked to keep the efforts of the military on people's minds by writing letters to the editor of the local paper in Charleston, SC--The Post and Courier. In response to complaints about the long lines at the drivers license offices, I wrote a letter describing the long lines we witnessed every morning as the Kurds lined up for water. Ten years after the Battle in Mogadishu that was made famous by the book, Black Hawk Down, I wrote a tribute to the Soldiers who have worn chevrons--the sergeants--and been relentless in training America's military. I was the recipient of The Post and Courier's Golden Pen award for my letters.The newspaper management allowed me to observe their daily brainstorming activities as they finalized 'today's' paper and began work on the 'next' day's edition. It was illuminating. If one can remember the latest document you prepared and how long you took to craft it, ensuring everything was just right, you can imagine the energy of getting a paper to press. This team of professionals did it every day with very few mistakes or typographical errors.While living Charleston, SC I joined the Kiwanis Club of Charleston and the Chamber of Commerce, and taught a continuing education course on Planning and Project Management.

Tampa, Fl, Us

The work in Bad Toelz and the deployment for OPERATION DESERT STORM and OPERATION PROVIDE COMFORT were opportunities to really exhibit the project management process that had proved so effective in managing complex and enduring projects at the executive level. LTC Stan Florer added a vital improvement to the mission analysis that served us well in combat; in supporting 200,000 Kurdish Refugees along the border of Turkey and Iraq; and in developing the plan to close the American base in Bad Toelz, Germany and relocating to Stuttgart, Germany.Many of the detachment commanders have risen to positions of senior leadership within the Army during the years after 9/11.The Special Forces battalion was one of only two organizations where I witnessed the detailed mission analysis using an inclusive brainstorming method that incorporated skills from all elements within the organization and at all levels--rank and file, supervisors, managers, and executives. The initial brainstorming schedule for the unit relocation included spousal sessions to identify the activities that were important from their perspectives.Using the talk through, crawl, walk, run method of learning, and the repetitive use of the technique for every project and event, the members of the organization became quite adept at evaluating a mission or an issue and developing an effective and robust plan of action.During one quick response event, LTC Florer and I left the Special Operations Command Europe commander's office at 3 AM with a order to begin flying into an austere base beginning at 7 AM. Because of the daily use of the planning technique, and the practiced skills of the staff, we conducted a thorough and robust mission analysis, and developed a feasible course of action in just over an hour. We left to assist the company in their preparations; the orders group began preparing the hard copy operations order. Within an hour, the company commander, Randy Bissell had a comprehensive order in hand.

Statesboro, Georgia, Us

This was a great opportunity to pass on to another generation of leaders the lessons I had learned thus far of small unit leadership and how to manage projects.Many of the cadets with whom I worked would find themselves serving in Afghanistan and Iraq within a few years after graduation.As the officer who was responsible for preparing cadets for Advanced Camp, I attended the cadet summer training every year I was assigned to Cadet Command. I served twice as a tactical officer and once as the lane chief for the small unit patrolling lane.The cadets at GA Southern were a rare breed of highly skilled and energetic cadets. In my first year, 75% of the cadets scored in the top 1/3rd of cadets, nationwide. MSG Roy Whitfield can take a great deal of the credit. He was instrumental is educating me in regard to the training and evaluation program at Advanced Camp.The ROTC unit at GA Southern was remarkable for the high activity rate of the cadets. We taught courses in mountaineering, rafting, and fitness during the freshmen and sophomore years and engaged in more serious military subjects later in the curriculum. The senior cadets would plan the excursions of the Cadet Corps as we traveled to the north Georgia mountains to use the mountaineering skills, and to Forts Benning and Stewart for more military oriented training.Future MG, Jessica Wright was a colleague during this assignment. A talented leader, and gifted writer, she displayed the knowledge, skills, and abilities that identified her, early on, as an officer of unlimited potential. Those attributes and her even temperament would make her an asset to every organization in which she served.

Arlington, Virginia, Us

After serving for two years as a commander, I was selected as the Battalion Operations Officer, known in the Army as the S3. It was an opportunity to use the inclusive brainstorming techniques, mission analysis, and project management skills that LTC Jackson had instilled, on projects of larger scale; completion requirements were immediate for some but 18-24 months out for others. Two of the major projects come to mind: * Plan, prepare, execute, and assess the battalion's participation in EXERCISE TEAM SPIRIT- the deployment from Hawaii and employment of the unit in a large scale exercise in the Republic of South Korea. * Transform the structure of the 25th Division to a Light Division. This required a re-look at the organization, equipment, and training of the division personnel. I would later see this technique used in developing the Army's Personnel Recovery program but would know it by the name DOTMLPF assessment. (When a new program or radically new piece of equipment is understudy, elements of the Department of Defense will conduct an assessment to determine what changes will be required in Doctrine (and policy), Organization(s), Training (and education), Materiel, Leadership, Personnel, and Facilities. It's an excellent took to guide an analysis.)The transformation to Light division required us to streamline our activities and equipment used in establish a field operations center. We designed and built different tables, incorporated lighting that used vehicle batteries for power, and other innovative ideas to be light, nimble, and effective.As a result of my company command experience and reputation, I was invited to serve on the division planning team to create the Light Leader's Course and pre-Ranger program.We enjoyed great success during the deployment to Korea and validated the new techniques and equipment.Other standouts in the battalion included Bill Duffy, Jim Palsha, Art Bilodeau, and Gary Marshall.

Company Command was by far the most demanding but the most rewarding position in which I had served during my first 12 years in the Army.Under the Battalion leadership of LTC Robert L. Jackson, commanders and staff personnel learned how to manage projects at the executive level. One learned how to keep the energy levels up during the long range, or enduring projects. The officers in this battalion learned how to connect all the systems--training, maintenance, administrative, readiness, etc.--and how to achieve excellence in each of those systems. The programs he established for professional development and capturing lessons learned are still the most effective I have ever seen (after 40 years of service).I looked to Jeff Jancek the Alpha Company commander for advice and counsel regarding command. It was obvious his company was leading the battalion. He was selected to serve as a general's aide after command.Two of the company commanders went on to general officer ranks--LTG Frank Wiercinski and MG Charles Hooper; others were selected to teach at West Point; still others were recruited by sister battalions to run their operations and training staffs.Initially, Keith Peinhardt was the XO. But his incredible skill, experience, and enthusiasm made him an ideal candidate to serve as a company commander, even though he had not attended the Advance Course. When the company was selected for a sensitive guard mission in the Philippines, James Czizik--a talented leader--was the XO. A combat engineer before his selection for West Point, we used those skills for basic and advanced demolitions training during our 40 day deployment to Subic Bay.The battalion executive officer, Kenneth Deutsch, was the best XO I ever saw. I patterned my XO time in combat during OPERATION DESERT STORM after MAJ Deutsch--another fantastic leader who understood leaders must also be managers.I moved up to the S3 position for the battalion, the operations and training officer.

Troy, Al, Us

For those officers who had 'come up through the ranks' the Army had a program that has gone by various names such as the Bootstrap program. It allows officers to attend college courses to focus on obtaining a degree--a necessary prerequisite for future service.Several of my OCS buddies and I were enrolled in the program after the Advance Course at Fort Benning. Most of us had attended college on weekends and nights while we were serving in demanding positions. In this program we could focus on earning a degree. My father-in-law, a GA Tech student after WWII, related how the veteran students upset the normal grade curves. Being older, more disciplined, and understanding the importance made a huge difference in our academic performance.

Another great course at the Infantry School. The curriculum included leadership at higher levels of course, but it also included the skills one would need as a staff officer--writing, planning, and coordinating complex activities.Major General David Grange, a legendary WWII combat leader, was the Commandant of the Infantry School during my Advance Course days. He was another general who provided incredible lessons to young leaders. The Best Ranger Award is named in his honor.

Although I had loved my service with the 82nd--as a private, as an NCO, and as an officer--I had always longed to serve on a team in Special Forces--the Green Beret. The opportunity came open when the Corps Commander established a policy of swapping officers from Special Forces to the 82nd Airborne Division. In the days before Special Forces was a branch of its own, like Infantry, Field Artillery, or Armor, Special Forces officers had to return to their basic branch to qualify on all the jobs / positions of captains and majors in that branch. In order for SF officers to serve as Infantry company commanders and battalion executive officers, the Corps Commander allowed for lieutenants and captains to move down the road to an SF assignment, as SF captains came to the 82nd.I jumped on the chance. Serving on a A Team was like going to work with 10 or 11 of your best friends every day. My team spent a lot of time in the water and my ability to train people on small boat operations would come in handy during my assignment as an ROTC instructor years later.During my time on the team, we were trained to shoot by Son Tay Raider veterans like Paul Poole at a unique course at Mott Lake.Before I moved on to the Officer Advanced Course, my friend from the Basic NCO Course, Ed Sayre arrived. He had attended OCS and was now a lieutenant serving as a team leader. We would run into one another again, after we both retired.The SF Course was run by Ola Mize, a legendary leader who passed away in Mar 2014.During my Team Leader time, an officer new to the battalion would arrive to serve as the Operations Officer--MAJ Lynn Stull. I had met him in 1967 when he was a student teacher at my high school; saw his name on the wall of fame at the ROTC unit at Georgia State University when I attended in 1970-72; sat across from him on a plane full of paratroopers flying to a drop zone on Fort Bragg, and now he and I were in the same unit again. He would become a long time friend.

Upon my return to the 82nd, I discovered that not only do they reassign new selected NCOs out of their platoons, another policy precludes assigning officers to brigades where they served as enlisted or NCO.The 508th had been my Dad's unit so I was thrilled to be assigned as a platoon leader in Bravo Company. The previous platoon leader moved up to serve as the executive officer, he would later command the division and ultimately retire after earning his 3rd star--William B. Caldwell IV. Also in the company were Dennis Johns, Michael Haith, and Steve Bucci. After retirement, Steve was appointed Deputy Assistance Secretary of Defense. Again I found myself in a leadership factory. COL Arthur Stang was the Brigade commander and terrific leader.The Commanding General was Major General Sandy Meloy. Colonel Meloy had been my Brigade Commander when I served as an NCO in the 2-504th. He was a legendary leader who had become famous during an extended battle in Viet Nam. He would, like GEN Kroesen, his predecessor become a frequent contributor to ARMY magazine. Whenever the topic of transformational leadership or creating change comes up in conversation or conference, I describe the tactics and techniques MG Meloy used to make radical changes to the 82nd.During my lieutenant time with the Red Devils (508th) I served as a Rifle Platoon Leader, 81mm Mortar Platoon Leader, and Company Executive Officer. The 82nd Airborne Division...what a great place to learn your craft...and how to lead.

It's often said when one is facing a hard task that "I can stand on my head that long" indicating that although it's tough, one knows it will end soon. Because of Ranger School, I no longer glibly pronounce this advice. It's amazing how miserable one can make a situation if one is creative. This was the toughest course I attended during my career. In all other courses, I strove to be an honor graduate. My goal here was to NOT flunk. It was a demanding course academically and physically. Students wore no rank or qualification badges. During the first week, the student who had been selected for the executive officer duties was really under a lot of pressure. He had a legion of responsibilities. No one envied him. During the second week, he quit. I heard my name called out by a Ranger Instructor (RI). My hopes to remain anonymous were dashed as the RI asked if it were true that I had been an Infantry SSG in the 82nd prior to OCS and the Infantry Officer Basic Course. I had been exposed by one of my OCS buddies. I acknowledged my background replaced the executive officer.Surprisingly, XO was a great job and it created a relationship of sorts with the RIs. I served in this capacity throughout the Benning phase. It didn't save me from the worm pit or body twists though.After completing Ranger School and earning the highly coveted US Army Ranger Tab (wasn't this the way it was described in Where Eagles Dare when they introduced Clint Eastwood's character), I was back on my way to Fort Bragg, and the 82nd Airborne Division.This was my 4th time enjoying the instruction presented by the Ranger Committee--NCO school, OCS, Infantry Basic, and now the real thing. They were fantastic small unit leaders and talented instructors. I would make a parachute jump in the Florida phase with Ronald Chiccehitto my first company commander from those early days in the 82nd. I would see him one more time in my career. We both retired at Fort Leavenworth on the same day.

The officer basic course provided great opportunities for learning in a more congenial environment. Some of my closest OCS friends also chose the Infantry as their branch--Dennis Johns, Jose Labrado-Zambrano, Kerry Allen, Mielke, and Christopher Dickey to name a few. Dennis Johns and I would serve in the same battalion in the 82nd when we returned to Fort Bragg. Mielke was in the sister battalion. We would attend the advanced course together a few years later. Chris and I would run into one another at the Spanish Riding School, in Vienna, several years later.

Officer Candidate School was a great experience for me. I had completed 2 years of college ROTC before enlisting. I had completed training similar in many ways to OCS at the Basic NCO course. My platoon had supported ROTC advanced camp during the previous Summer.The experience in the 82nd, and the work of CSM Caro, SFC Fletcher, and SSG Cupit at the Basic NCO course paid off as I was selected as the Distinguished Leadership Graduate at OCS. This was an award for having the highest peer ratings and tactical officer grades for leadership. It was a surprise to me and it presented an opportunity to dine with the guest speaker, future 4-star, GEN J. J. Lindsay. Two tactical officers who guided us through the course still stand out in my mind--Christopher St. John and Ilona Prewitt.There were two groups of NCO leaders who really shaped my leadership skills and my technical skills during my visits to Fort Benning. One was the Ranger Committee and the other were the instructors in the machine gun, infantry against tanks, and demolitions. SSG Crews was a master with the machine gun. I had met him before during my NCO school days. The skills I had learned from him greatly influenced my selection to train ROTC cadets on the machine gun. MSG Sledeczeck had fought Russian tanks during WWII and again during the uprising in Czechoslovakia. His passion for teaching and passing on the lessons learned were extraordinary. The demolitions committee members taught their course incorporating a hilarious skit but they were serious about their craft. I was able to recall their instruction 5 years later when I trained my rifle company in New Zealand, in basic and advanced demolitions.

Fort Sam Houston, Texas, Us

I returned from Washington, D.C. prepared to continue my service in the 82nd. In 1975, I had reenlisted for an additional 6 years. I earned my SSG (E6) stripes shortly after returning from the Bicentennial Celebration. Having completed enough jumps as a jumpmaster, I also pinned on my Master Parachutist Badge.During the Summer, we supported the Reserve Officer Training Corps (ROTC) cadet Advanced Camp. I was tasked to use my experience as a machine gunner, and NCO school training to train a 4-man machine gun team to demonstrate, then teach crew drill. We would demonstrate one iteration of crew drill and then divide the class into 4-5 groups and each member would train machine gun crews.When my oldest son was interviewed about his actions in Mogadishu, Somalia in the battle that became famous with the publication of Black Hawk Down, he commented on how Jamie Smith was relentless in rehearsing crew drill with the machine gunners.Throughout my uniformed career, I was routinely tasked to provide basic and advanced MG instruction. SSG Crews at Fort Benning had passed on vital information on the technical aspects of MG use; Erwin Rommel wrote extensively on the tactical employment.I applied for and was selected for Officer Candidate School (OCS). Before I left the 82nd I was selected to represent the division at the Annual AUSA Convention in Washington.Another highlight in my career, I met GEN of the Army Omar Bradley, of World War II fame. I attended a luncheon where the Chief of Staff of the Army, Bernard Rogers discussed his plans for the Army. When the Medal of Honor recipients began to arrive for the dinner honoring their service, I was fortunate enough to meet such heroes as Roger H. C. Donlon; COL Millette; and BG Brady.Upon my return to Fort Bragg, my orders for OCS awaited me. I would leave the 82nd and the 2-504th for my next adventure, OCS, the Infantry Officer Basic Course, and Ranger School. I would only be away from the 82nd for a year.

The Department of Defense organized a much larger than usual celebration for Armed Forces Week during the Bicentennial Year, 1976. The 82nd was invited to provide a display and send four Soldiers to participate in the festivities. I was selected to be one of the two NCOs to support this tasking.Large, geodesic domes were constructed on the grounds of the Washington Monument, and we stood by the display and provided a brief discussion of 82nd and its history. Inside a glass cabinet a map of the world depicted the locations of all the places elements of the 82nd had been deployed. A mannequin was outfitted in fatigues, a main parachute, reserve parachute, rucksack, and weapons container.During one of my shifts, the Chief of Staff of the Army escorted Secretary of Defense Donald Rumsfeld, and Secretary of the Army, Martin Hoffman to the 82nd's display. Mr. Rumsfeld liked what he saw and heard, and directed us to be prepared to brief President Ford on the following Monday. Secret Service agents recorded our information for a weekend security check and on Monday, I briefed President Ford. It was one of the highlights of my enlisted career.

With my promotion to SGT, I learned another leadership tactic employed by the 82nd Airborne Division--move junior enlisted out of their platoons when they take on the responsibilities of leadership as an NCO. I was moved to 3rd Platoon under Samuel F. Richardson, another talented and dedicated leader. Along with SSG Peace and SSG Barnes, I learned small unit leadership in this platoon. I had progressed from PVT (E1) to SSG (E6) in the same battalion. I was far from being the only Soldier who was groomed for leadership roles. This battalion, I would discover, was a leadership factory. Two second lieutenants, with whom I served, would go on to 3-star rank, and both serve as Directors of the Army Staff--James Campbell, and William Troy. The Director of the Army Staff coordinates the 2 and 3-star leaders on the Army staff with the civilian leaders, the assistant secretaries of the Army. Both were talented and industrious lieutenants who impressed their Soldiers with their skills and common sense.

One of the great things about the 2-504th Infantry that became one of my leadership values concerned professional development. Unlike some organizations I've encountered during my military career and afterwards, the leadership in this battalion was strongly committed to developing the future leadership of the division. Training opportunities were seized with zeal. When a Soldier was promoted to one of the junior NCO ranks, he was immediately scheduled for the advanced airborne course (jumpmaster), air load planner course, and basic NCO school at Fort Benning. As a result the unit always had plenty of 'bench strength'. After a year of jumpmastering or assisting in every parachute assault, I earned my senior wings and found myself heading to Fort Benning for NCO school. The experience was a life changer.The course was run entirely by NCOs. The Command Sergeant Major was Henry Caro. The building on Fort Benning where NCO school is now headquartered was named after him. Shortly after he left Fort Benning for the 1st Ranger Battalion, he was killed on a practice jump. My First Sergeant (1SG) was Larry D. Fletcher. He was a tremendous and legendary leader. The Platoon Sergeant was SSG Cupit another fearless Soldier with an incredible record in combat. There were several NCOs in the course who go on to great things in the Army; Ed Sayre would attend officer candidate school and serve in the Green Berets throughout his career; Dean Sanders would leave the 82nd and join the Golden Knights, the Army's precision parachute team.Ed was the top graduate and I earned a spot as one of the Distinguished Graduates. Then it was back to the 82nd to put the knowledge and training into use as a Squad Leader.There were several of us who had begun as privates in the unit and progressed through the ranks to leadership positions: Rickie Pearson who later served in the Sheriff's Department in Kinston, NC; Gerald Tryban; Brian Lynch; and Jaime Dane to name a few.

In 1972, I joined the Army specifically for service in the 82nd Airborne Division. Why the 82nd? My dad had served in the 82nd and had been selected as a member of the Honor Guard in Berlin at the end of WWII. He was with the 508th Parachute Infantry Regiment. After jump school at Fort Benning, my class took advanced training in the 82nd (a cost saving initiative after Vietnam). GEN Kroesen was the Commanding General at the time. I was assigned to Company B, 2-504th Infantry. We enjoyed great leadership in this battalion. Ronald J. Chiccehitto was my company commander and Bennett L. Blankenship was the first sergeant. CPT Kief Tackaberry succeeded him as commander followed by future Senator Jack Reed. I would pattern my company command on CPTs Chiccehitto and Tackaberry. They were both strong, committed, and very talented leaders.Besides the extremely professional 1SG, I had the honor of serving with Steve Crews, Carl King, Richard Flett, Samual Richardson, Floyd Kiefer, Calvin Barnes, Russell Beard, and Kevin Sherman to name just a few of the outstanding non-commissioned officers in that company. There were countless others in Bravo Company who would impact my understanding of leadership in large and small ways throughout my career, in the Army, and after I hung up the uniform.There were three other fantastic senior enlisted leaders who come to mind: Command Sergeant Major Creed, 1SG Blago Paul, and 1SG Partin. There were also two incredibly talented NCOs who left the service and became successful in industry: Phil Stumph and Keith Goodwin.Two lieutenants stand out for their excellence as small unit leaders--Bruce F. Bach, a Citadel graduate and William Troy, USMA graduate. I would model my lieutenant behavior on them. There were tremendously effective and greatly respected by the commanders, other officers, the NCOs, and the enlisted.

Education record

Bs, Management