Leading Marines.com

Islands of Hell: The U.S. Marines in the Western Pacific, 1944-1945

2010-02-27T18:28:00Z

Islands of Hell: The U.S. Marines in the Western Pacific, 1944-1945

By the summer of 1944 the tide had turned in the Pacific War against the Japanese. The war was not nearly over, however, and the U.S. Marines had their heaviest combat in front of them. Here for the first time is a detailed photographic history for the Fighting Leathernecks' fierce combat for the Marianas, Peleliu, Iwo Jima, and Okinawa. Illustrated with hundreds of never-before-published photographs and supplemented with full-color maps, Islands of Hell: The U.S. Marines in the Western Pacific, 1944-1945 is a historical and visual treat.

Eric Hammel is a critically acclaimed military historian and author of more than thirty combat and pictorial histories, including the extremely popular Iwo Jima: Portrait of a Battle. He lives in Northern California.

Other books of interest by Eric Hammel for Marines

Guadalcanal: The U.S. Marines in World War II: A Pictorial Tribute

Tarawa and the Marshalls: A Pictorial Tribute (U.S. Marines in World War II)

Bloody Tarawa: The 2d Marine Division, November 20-23, 1943

New Georgia, Bougainville, and Cape Gloucester: The U.S. Marines in World War II: A Pictorial Tribute

Marines in Hue City: A Portrait of Urban Combat, Tet 1968

Chosin: Heroic Ordeal of the Korean War

The Root: The Marines in Beirut,August 1982-February 1984

Khe Sanh: Siege in the Clouds, An Oral History

February 19th - 65th Anniversary - Battle of Iwo Jima

2010-02-20T00:54:00Z

I’ve had the privilege of getting to know an Iwo Jima Veteran very well. These American’s did unbelievable things under the worst imaginable conditions for our Country, Corps and Navy (my friend was a Navy Corpsman with 28th Marines). Their modesty all these years is remarkable. As time goes by there are fewer and fewer WWII vets left. If you have friends that know nothing about Iwo Jima please take the time and encourage them to watch Flags of our Fathers and/or HBO’s the Pacific (next month).

"Among the Americans who served on Iwo Island, uncommon valor was a common virtue" Admiral Chester W. Nimitz, U.S. Navy

The Marine invasion of Iwo Jima (1st US attack on the Japanese Home Islands) began on February 19, 1945. It was known as Operation Detachment. The Marines were charged with the mission of capturing the airfields on the island which up until that time had harried U.S. bombing missions to Tokyo. Once the bases were secured, they could then be used in the impending invasion of the Japanese mainland.

B-24 Liberators flying from the Mariannas bombed the island for 74 days prior to the invasion. Naval ships consisting of 6 battleships, 5 cruisers and many destroyers of Task Force 54 provided a 3 day pre-landing bombardment. Intelligence sources estimated that the island would fall in a week's time. Unfortunately, no one knew at the time that island had been heavily fortified. There were vast bunkers, hidden artillery and 11 miles of interconnecting tunnels.

The battle produced some of the fiercest fighting in the Pacfic Campaign of WWII. Besides the fortifications, the inhospitable terrain consisting of volcanic ash made walking difficult and building foxholes for protection impossible. Night raids by the Japanese and hand-to-hand combat were common occurrences. The bunkers were connected to the tunnels in such a way that even after the use of flamethrowers and grenades, the Japanese soldiers were able to return to the bunkers and resume their fighting. The Marines literally won the 8 square mile island, inch by bloody inch.

Of the approximate 20,000 Japanese troops on the island, less than 1,000 were taken prisoner. Most Japanese fought to the death or chose ritual suicide instead of surrendering.

Of the 110,000 Marines and Navy Corpsman who took part in the battle, 6,821 were killed (this included over 300 Navy Corpsman) and 19,217 were wounded. The number of American casualties were greater than the total Allied casualties at the Battle of Normandy on D-Day.

On March 26, 1945, the island of Iwo Jima was declared secure ... 37 days after the battle began. Henceforth, Iwo Jima would appear on the list in Marine Corps history alongside such places as Belleau Woods, Chosin Reservoir and Guadacanal.

Twenty-seven Medal of Honor medals were awarded for actions during the battle. Of these, 14 were awarded posthumously. Marines earned 22 of the medals, Navy Corpsman earned 4 and a Naval officer from the USS LCI won the other. Of the total number of Medal of Honor medals awarded to Marines in WWII, 27% of those were awarded to the Marines who fought on Iwo Jima.

By their victory, the 3rd, 4th and 5th Marine Divisions and other units of the Fifth Amphibious Corps have made an accounting to their country which only history will be able to value fully.

Those we Lead

2010-02-13T18:23:00Z

Every Marine Leader has an awesome responsibility to those he leads.

Whether you're a Corporal or Colonel you have an inherent duty to make sure your Marines and Sailors are prepared in every way and always put in the best possible position to win.

You owe them nothing less.

Marine Corps OCS Goal: Leadership

2010-02-11T00:18:00Z

"A Warrior Culture"

2010-01-30T17:08:00Z

Warriors First!

The below short recruiting video "A Path for Warriors" says almost everything that needs to be said about the Warrior Culture of the Marine Corps.

"Brilliance at the basics" at all levels.

Look at things from a different angle

2010-01-28T01:11:00Z

Have you ever noticed that really outstanding leaders have a knack for it? They seem to have a sixth sense and automatically know the right thing to do, the right thing to say and the right time to do or say it.

These great leaders are able to see around corners. They can anticipate the positive consequences of their actions, sometimes months away, and make small decisions that have lasting impact on their units. The great leaders get it right almost all of the time.

The Marine Corps has proven that individuals can be taught to be good and effective leaders. Some turn into great leaders, but for the most part the Marine Corps produces really good leaders. How could the Marine Corps produce more great leaders?

Lets say that the difference between good and great leadership is the knack, that sixth sense that gives a great leader the ability to anticipate well into the future. How then, does someone learn that sixth sense for leadership?

Hopefully you're still with me. I believe the sixth sense for leadership can be learned and that is boils down to learning how to look at everything involved with leadership and problem solving from a different angle.

Malcolm Gladwell is someone who looks at things from different angles and has written extensively on subjects that can benefit any leader. In his books Blink, The Tipping Point and the Outliers he examines topics from an angle so different that it really makes you think. He uses examples in his books that Marines can easily relate and translate into their Marine Corps experiences.

After reading his books several times I've become a big fan of Gladwell and believe they have a lot to offer Marine Corps leaders. He takes a different approach in analyzing his topics. Gladwell has the ability to look at problems from a different angle. Marine leaders can learn much from his books and perhaps even more from the method he uses to approach his topics. Read between the lines in his books and learn to look at things from different angles.

Blink is about something Marines do everyday, making decisions. Gladwell examines why some people make inherently good decisions while others make inherently bad decisions. By looking at decision making from a different angle, Gladwell offers a window on how we can teach ourselves and our subordinates to make better decisions.

The Tipping Point is about making effective change. Gladwell uses specific examples to illustrate that we can make effective and lasting change through minimum use of resources and/or disruption. It isn't always about adding more people or money to a solve problem, it is about finding the critical vulnerability, or Tipping point. Find the one or two dominoes that will knock the others down and you've solved your problem forever.

Outliers is about training to be the best. Again Gladwell looks at this issue from a different angle. Gladwell disproves the overnight success story. One becomes the very best in his field through training and practice. 10,000 hours of training according to Gladwell. You may not be able to get 10,000 hours of training, but the more you can put yourself in a position to lead and make decisions, the better you and you're Marines will become. Put yourself and your Marines in a position to make decisions and see what happens.

I've attached a couple of videos of Gladwell speaking about his books. Granted he isn't the typical person a Marine might gravitate to, but get over that and listen to what he has to say. It might be worth your while.

Noble Warrior: The Life and Times of Maj. Gen. James E. Livingston, USMC (Ret.), Medal of Honor

2010-01-26T22:31:00Z

Noble Warrior: The Life and Times of Maj. Gen. James E. Livingston, USMC (Ret.), Medal of Honor

Major General James E. Livingston received the Congressional Medal of Honor for his role as an infantry company commander at Dai Do, Vietnam, during a three-day grinding battle of attrition in which the 2nd Battalion, 4th Marine Regiment, numbering only 800 men, victoriously battled 10,000 or more NVA. His remarkable life and career is recounted in a book that has it all: exciting first-person eyewitness account of historic battle; the history of the development of tactics and strategies used in today’s war on terror; and a compelling story of leadership in action and individual courage in combat.

Major General James E. Livingston retired from the United States Marine Corps following more than thirty years of active duty service. He and his wife, Sara, live in Mount Pleasant, South Carolina. Professor Colin D. Heaton served in the U.S. Army and later in the Marine Corps under Livingston's command as a scout sniper. He teaches history at American Military University. Colin lives in Southport, North Carolina. Anne-Marie Lewis is currently a graduate student in International Relations at American Military University. Anne-Marie lives in Southport, North Carolina.

Resources

Noble Warrior: The Life and Times of Maj. Gen. James E. Livingston, USMC (Ret.), Medal of Honor

The Magnificent Bastards: The Joint Army-Marine Defense of Dong Ha, 1968

Medal of Honor: Portraits of Valor Beyond the Call of Duty

United States Marine Corps Medal Of Honor Recipients: A Comprehensive Registry, Including U.s. Navy

Negative Leadership = Negative Results

2010-01-17T18:34:00Z

If you've ever been in a unit where the commander sucks the life out of everyone below him, you know that negative leadership never works.  You had to hit the snooze button a few times in order to get out of the rack and head to work. I've been in a few units where we all found ourselves wishing we were somewhere else. The only thing I took away from those experiences was what not to do. Not much worth copying, but I could fill a book with what not to do.

Your commander was what is referred to as an Authoritarian Leader. He wasn't authoritarian some of the time, he was authoritarian all of the time. He probably used threats, was abusive, pitted Marines against each other and maybe even relieved a few people to make the point that he was in charge.

In my opinion Authoritarian Leaders fall into three categories. They are either lazy, insecure or incompetent. In any case they are almost always bullies. They are successful in the short term, but never successful in the long term. Ultimately esprit de corps is eroded to the point where loyalty and trust are replaced with fear and infighting. An Authoritarian leader almost always holds his subordinates to a higher standard than he does himself. He'll make mistakes, but turn around and crush his Marines when they make mistakes.

Leadership takes time, energy and effort.  It takes none of those to say "Do it my way or the highway".   Authoritarian Leaders are usually blinded by their short term success and fail to see the long term negative impact they have on their own unit.

Below are just a few leadership indicators and how they're impacted by negative leadership.

Initiative:   One sign of a good unit is Marines doing things without being told. If the boss is going to be critical of me every time I do something that isn't right in his eyes, I'm going to get the picture real quick. I'll get tired of getting chewed out and soon realize that I can't get chewed out if I don't do anything. As others start to do the same thing (why would they want to get chewed out) the lack initiative starts to have a collective negative impact throughout the unit. Think of how great things would be if everyone in a unit had great initiative. The impact is the complete opposite.

Trust: Trust is always a two way street. If you can't trust your subordinates to do the job, how are they ever going to trust you? By its very nature negative leadership erodes trust and replaces it with fear. Marines are fearful making mistakes or of losing their jobs/careers.

Mentorship: Part of any leaders inherent responsibility is to mentor his subordinates.   Getting your NCOs ready to be Platoon Sgts, your Lts ready to be Company Commanders etc.. The leadership example a negative leader sets is one that his young Marines are likely to follow. If they know nothing else, they are likely to emulate the negative traits shown by their leader when they are given positions of more responsibility.

Teamwork:  During a MEU critique several years ago one of the MEU staff officers was getting a really hard time from the CO. It was the norm from this commander. We were all sitting quietly thinking to ourselves "I'm glad it isn't me" when the staff officer blurted out something like "It isn't my fault, the BN screwed that up" as he pointed to his BN counterpart sitting with us. He threw one of our guys under the bus just to get the CO off his back and it worked. The CO got completely off track and went after our guy for the next 10 minutes.   The environment on that staff was to blame anyone and everyone to get the CO off their back.   Forget teamwork among the staff and with their subordinate units, it was every Marine for himself.

Communication: Negative leaders stifle two way communication. Subordinates become inclined to tell negative leaders what they want to hear, instead of what they need to hear. Leaders need honest opinions and feedback in order to make good decisions.

I've never seen, or heard, of one good unit that had a Negative Leader. In every case the unit could have been much better had the leader taken the time, energy and effort to show positive leadership and we all knew it.

Thoughts?  Leave a comment below.

Hero of the Pacific: The Life of Marine Legend John Basilone

2010-01-16T13:41:00Z

Hero of the Pacific: The Life of Marine Legend John Basilone tells the dramatic, compelling, and all-but-forgotten life story of a small-town boy who became one of World War IIs greatest and best-known heroes. His bravery on Guadalcanal and Iwo Jima earned him the Medal of Honor and Navy Cross, respectively. Once you read this powerful tale, youll never forget John Basilone.

Profiles one of three main characters in HBO's The Pacific, the sequel scheduled for March 2010 to the incredibly popular 2001 mini-series Band of Brothers
Sorts through the differing accounts of Basilone's life and exploits, including what he did on Iwo Jima and how he died
The final book by James Brady, the Korean War veteran and well-known columnist and author of books that include Why Marines Fight and his memoir, The Coldest War , a Pulitzer Prize finalist

An incredible story masterfully told, Hero of the Pacific will appeal to anyone with an interest in World War II and military history as well as fans of HBO's The Pacific.

From Inside the Flap

The Pacific island of Guadalcanal was a terrible place to fight a war. Although heaven formosquitoes, malaria, and infections of all kinds, it combined hellish equatorial temperatures with heavy rains and dense jungle. Yet it was here that a shoeless, shirtless, mud-streaked Marine gunnery sergeant known to his buddies as "Manila John" first displayed the courage, tenacity, anddevotion to duty that would define the remainder of his brief life and the manner of his death two years later on another island, Iwo Jima.

In Hero of the Pacific, the late columnist, best selling author, and Marine James Brady examines the life and death of a man who, though now all but forgotten, was one of World War II's most celebrated figures. Medal of Honor winner John Basilone willingly and repeatedly put himself in unthinkable danger to repel a prolonged and determined Japanese attack, reluctantly became a national celebrity and a leading salesman in America's "buy bonds" campaign, then begged his superiors toreturn him to active duty.

Brady provides a taut and thrilling account of Manila John's extraordinary heroism as more than 3,000 crack Japanese troops stormed his machine-gun positions in a relentless overnight battle in October 1942. He reveals Basilone in action,calmly repairing a jammed machine gun, even as the enemy rushed at him; abandoning the relative safety of the foxhole amid a hail of grenades and mortar shells to replenish diminishing ammo and water supplies; fighting at close quarters with the few attackers who survived his team's withering fire; and more.

If Manila John's sheer courage and stubborn refusal to succumb to exhaustion were on full display at Guadalcanal, his tactical shrewdness and coolness under fire came to the fore on Iwo Jima's Red Beach 2. Brady's account of Basilone's last few hours on earth is among the most awe-inspiring tales of real-life heroism you will ever read.

This powerful biography includes revealing stories of Basilone's youth in the Rockwellian any-town of Raritan, New Jersey, in the 1920s and 1930s; his first cross-country railroad trip with fellow soldiers in 1935; and his decisions to leave the Army and, later, join the Marines.

Brady explains the machine gunner's sly grin when legendary Marine commander Chesty Puller threatened to charge him with desertion. He cuts through the amateurish and exaggerated tales of earlier biographers to provide a gripping account of Manila John's extraordinary heroism—the actions that led Puller, just a few days after the"desertion" comment, to recommend Basilone for the Medal of Honor.

Complete with the definitive account of Basilone's death on the World War II island of Iwo Jima,and the actions for which he was posthumously awarded the Navy Cross, Hero of the Pacific revives and honors the memory of one of the most unusual and compelling figures of America's greatest war.

HBO PACIFIC

2010-01-10T14:34:00Z

HBO Pacific miniseries is scheduled to premiere on 14 March 2010.

As many of you know the Pacific is produced by Tom Hanks and Steven Spielberg and is similar to the HBO series "Band of Brothers" based off the book "Band of Brothers" by Stephen Ambrose.

HBO Pacific is about the Marine Corps operations in the Pacific during WWII and is based off the books "With the Old Breed: At Peleliu and Okinawa" by E.B. Sledge and "Helmet for My Pillow" by Robert Leckie.

Resources

Helmet for My Pillow

With the Old Breed: At Peleliu and Okinawa

Band of Brothers: E Company, 506th Regiment

Band of Brothers (DVD)

HBO Pacific Website

The Pacific miniseries (wikipedia)

Leadership of Colin Powell

2010-01-01T14:38:00Z

No one can question the successful leadership of Colin Powell.   He has been one of the most successful American leaders of the past 30 years.   General Powell talks about several key leadership points in this short leadership video.

"Look forward, not back" If you've always got your eye on the rear view mirror you'll fail to see the truck coming at you head on. You'll also miss many of those new opportunities ahead of you.

"Subordinates get the work done" If you're doing their job, who is doing your job?

"Leaders put people in the best position to achieve the purpose of the organization" In my opinion one of the most critical leadership skills. Finding and putting the right people in the right (subordinate) leadership positions can have a enormous positive impact on an organization. Take the time to find the one or two people that can impact your organization in the way you want. Finding the Tipping Point of your organization and put those leaders in positions of authority there. Conversely, we all know the negative impact that the wrong person in the wrong leadership position can have.

"Convey a Sense of Purpose to every person in your organization" As General Powell says the best leaders are the ones who can clearly convey "What we are here for" to everyone in the unit. This takes time and work.   Talk with your Marines in formal and informal settings.   Two-way communication is critical. Ask them what they think their purpose is? How do they fit into the unit's purpose. If the word isn't getting down to the troops, find out where the breakdown is and fix it quickly.

"Take care of your troops" The cornerstone of Marine Leadership.  Never put your people in a position that you wouldn't put yourself in. Your Marines will follow you anywhere if they know what they are doing, why they are doing it and they trust you.  Trust doing not come from saying the right things, it comes from setting the example and doing the right things. Set your Marines up for success. If you do the right things and take care of your Marines, the mission will be accomplished every time.

Resources

The Leadership Secrets of Colin Powell

My American Journey

The Powell Principles: 24 Lessons from Colin Powell, a Battle-Proven Leader (Mighty Managers Series)

Soldier: The Life of Colin Powell (Vintage)

Effective Leadership: Three Indicators to Measure Yourself

2009-12-28T21:48:00Z

Greg Ballard, a former Marine and author of The Ballard Rules: Small Unit Leadership,offers three simple and effective steps for assessing the quality of leadership of any unit. In addition to being a self evaluation tool, incoming Leaders would be wise to ask themselves the following questions before taking over a new unit:

How proficient is the unit? How well does the unit function in the absence of its leaders? How is unit morale?

These three measuring sticks can provide a good assessment of just how effective unit leadership has been. The answers can also help provide a Plan of Action and Milestones for improving weak areas.

Effective Leadership: Three Indicators to Measure Yourself
By
Greg Ballard

Am I the most effective leader I can be? Is my organization well led? Do I always have to be present for my organization to get the job done? These are questions that every leader should be asking himself. The truly honest answers may not always be pleasant.

For smaller to medium sized organizations/departments that are part of a larger enterprise, my three key indicators of effective leadership will enable a leader to determine if he is being effective. For the senior leaders of large enterprises, such as Fortune 500 companies, more indicators, such as increasing shareholder wealth, would be needed to assess effective leadership. However, large enterprises should use these three indicators to measure the effectiveness of their junior to middle level leadership. All three must be present to indicate truly effective leadership.

The first indicator is Proficiency which I define as the “the organization knows the job thoroughly and does it well.” Proficiency is a result of both individual and group training. All organizations know that individuals must be trained, but individual training should be tailored to improving the organization’s effectiveness. An individual’s training must contribute positively to the organization.

Additionally, in my book, Small Unit Leadership, I advocate group training whenever possible, even as a conference room exercise if necessary. Athletic teams and military units use individual training to get to a common language/understanding and they then train as a team for maximum effectiveness. Why can’t other organizations? It might require some creativity, but that’s not a bad thing.

Also, a leader must never assume proficiency. Train as necessary, but always inspect for proficiency. Many potentially great leaders never moved forward in their careers because they failed to exercise one of my principles, “Inspect what you expect.” This includes inspecting for proficiency.

My second indicator of effective leadership is Organizational Discipline, which I define as “In the absence of the leader or key personnel, the organization executes well and initiates appropriate action.” Many leaders believe that to be effective, they must be present nearly all the time. They believe that when they take vacation that their organization will struggle without them. However, when a truly effective leader takes vacation, his organization can run for a period of time without his physical presence. This is because he has set clear standards and expectations and has ingrained a sense of responsibility in his people. His people understand what has to be done and they go about doing it without him being physically present. This is a truly effective leader.

Clearly understood standards and expectations are key. Without them, an organization will only do what it is told to do on a recurring basis. With no one physically there to tell them what to do, it will flounder. An effective leader sets clear standards and expectations allowing a well-trained organization to function effectively during his occasional absence.

I’ve frequently heard workers say “We work better without the boss; he only gets in the way.” However, the truth is the vast majority of workers want their leader to succeed and be effective. Part of that success is your organization being able to survive your occasional absence without a drop-off in effectiveness. A department with organizational discipline succeeds despite the occasional absence of its leader. Additionally, your boss should notice the well-trained, disciplined team that you have developed when you are away.

My third indicator of effective leadership is High Morale, defined as “Employees exhibit a positive state of mind; they are proud to be part of the organization.”

High morale indicates that proficiency and organizational discipline are well received, indeed, expected by the people in the organization. Organizations can have proficiency and organizational discipline without high morale, but the proficiency and organizational discipline will come from fear or another negative leadership trait. Experience tells me that negative leadership works for only short periods of time.

Conversely, for a time, there can be high morale in an organization without proficiency and organizational discipline. However, a lack of proficiency and organizational discipline will eventually lead to chaos, never allowing the organization to reach its goals and objectives.

High morale by itself will not allow an organization to attain its goals. However, it will confirm that, if the organization is meeting its standards and expectations, then the leader is using positive, forceful leadership.

Drawing on his experiences in the U. S. Marines, in the corporate world, as a coach, and as a small business owner, Greg Ballard has published his book Small Unit Leadership, a concise, yet definitive guide for new, junior, and middle level leaders. His accumulated knowledge and insights greatly benefit not only individuals in positions of responsibility, but also those companies or organizations that have multiple levels of leadership. His number is 317-652-0398; his website is [http://www.smallunitleadership.com]

Article Source: http://ezinearticles.com/?expert=Greg_Ballard

The 21 Irrefutable Laws of Leadership: Follow Them and People Will Follow You

2009-12-14T02:30:00Z

The 21 Irrefutable Laws of Leadership: Follow Them and People Will Follow You

If you've never read The 21 Irrefutable Laws of Leadership, you've been missing out on one of the best-selling leadership books of all time. If you have read the original version, then you'll love this new expanded and updated one.

Internationally recognized leadership expert, speaker, and author John C. Maxwell has taken this million-seller and made it even better:

Every Law of Leadership has been sharpened and updated
Seventeen new leadership stories are included
Two new Laws of Leadership are introduced
New evaluation tool will reveal your leadership strengths-and weaknesses
New application exercises in every chapter will help you grow

Why would Dr. Maxwell make changes to his best-selling book?

"A book is a conversation between the author and reader," says Maxwell. "It's been ten years since I wrote The 21 Laws of Leadership. I've grown a lot since then. I've taught these laws in dozens of countries around the world. This new edition gives me the opportunity to share what I've learned."

John C. Maxwell is an internationally recognized leadership expert, speaker, and author who has sold over 13 million books. His organizations have trained more than 2 million leaders worldwide. Dr. Maxwell is the founder of EQUIP and INJOY Stewardship Services.

Other Leadership Books by Dr. Maxwell

Developing the Leader Within You

How Successful People Think: Change Your Thinking, Change Your Life

The 21 Indispensable Qualities of a Leader: Becoming the Person Others Will Want to Follow

The 360 Degree Leader: Developing Your Influence from Anywhere in the Organization

Failing Forward: Turning Mistakes into Stepping Stones for Success

Leadership 101: What Every Leader Needs to Know

Col Bud Day, U.S. Air Force

2009-12-05T16:24:00Z

Colonel George Everett "Bud" Day U.S Air Force (Retired) is considered by many to be the most decorated U.S. Service man since General Douglas MacArthur. He is the recipient of the Medal of Honor and seventy awards. He is most well known for his heroic actions as a Prisoner of War during the Vietnam war.

Born during Feb of 1925, Col Bud Day served 30 months as a United States Marine in the Pacific during World War II. He enlisted in the Marine Corps in 1942 and served in the 3rd Defense Battalion on Johnston Island as a member of a 130mm gun battery.

Following the war Col Day attended college on the G.I. Bill. He earned a Bachelor of Science Degree from Moriningside College and a Law Degree from the University of South Dakota. He was admitted to the bar in South Dakota in 1949 and the Florida Bar in 1977. Colonel Day holds several other degrees, but it was his law degree that would be put to use helping veterans after he retired.

Colonel Day received a commission as a 2ndLt in the Iowa Air National Guard in 1950. In 1951 he was called to active duty for pilot training and served two combat tours as a F-84 Thunder Jet pilot during the Korean War. Colonel Day decided to make the Air Force a career and was augmented into the regular Air Force in 1957. He transitioned to the F-100 Super Sabre jet at that time.

A Major who was anticipating his retiement in 1968, he volunteered for a tour in Vietnam in 1967. He had extensive flying experience (5,000 total hours, 4,500 in fighters and two tours flying F-100s) and was named the Commander of Detachment 1, 416th Tactical Fighter Squadron, 37th Tactical Fighter Wing.

Major Day's Squadron became the first Fast FACs, evaluating twin seat F-100s as Fast Forward Air Controllers. Used as Fast FACs over North Vietnam and Laos all his crews (callsign Misty) were volunteers with a minimum of 100 combat missions and 1,000 hours.

During a mission on 26 August, 1967 his aircraft was shot down and he was forced to eject. He was on this 26th Fast FAC sortie and 65th mission into North Vietnam with Captain Corwin Kipperhan. Colonel Day's right arm was broken in three places and he experienced back and eye injuries during the ejection. Kipperhan was rescued, by Colonel was no so lucky.

Unable to contact the helicopter with his survival radio, he was captured by local NVA militia. Within 20 miles of the DMZ, it was during his 5th night of captivity that Colonel Day was able to escape. After 12-15 days and despite his injuries he made it into South Vietnam, crossing the DMZ and coming within 2 miles of the Marine Corps Firebase at Con Thien. Unfortunately, he was then recaptured by a Viet Cong patrol having been shot in the leg and hand.

Colonel Day was taken back to the original POW camp and tortured for escaping. The NVA rebroke his right arm. He was moved to several POW camps and beaten, starved and tortured during the process. In December 1967, Colonel Day received a new cell mate, future Senator John McCain. Day is credited with helping save John McCain's life.

After five years, seven months as a POW Colonel Day was released on 14 March 1973. He had been promoted to Colonel while a prisoner of war. Col Bud Day was awarded the Medal on Honor for his actions while a POW by President Ford on 4 March 1976.

COL BUD DAY, MEDAL OF HONOR CITATION

Colonel (then Major), U.S. Air Force, Forward Air Controller Pilot of an F-100 aircraft. Place and date: North Vietnam, 26 August 1967. Entered service at: Sioux City, Iowa. Born: 24 February 1925, Sioux City, Iowa.

On 26 August 1967, Colonel Day was forced to eject from his aircraft over North Vietnam when it was hit by ground fire. His right arm was broken in 3 places, and his left knee was badly sprained. He was immediately captured by hostile forces and taken to a prison camp where he was interrogated and severely tortured. After causing the guards to relax their vigilance, Colonel Day escaped into the jungle and began the trek toward South Vietnam. Despite injuries inflicted by fragments of a bomb or rocket, he continued southward surviving only on a few berries and uncooked frogs. He successfully evaded enemy patrols and reached the Ben Hai River, where he encountered U.S. artillery barrages. With the aid of a bamboo log float, Colonel Day swam across the river and entered the demilitarized zone. Due to delirium, he lost his sense of direction and wandered aimlessly for several days. After several unsuccessful attempts to signal U.S. aircraft, he was ambushed and recaptured by the Viet Cong, sustaining gunshot wounds to his left hand and thigh. He was returned to the prison from which he had escaped and later was moved to Hanoi after giving his captors false information to questions put before him. Physically, Colonel Day was totally debilitated and unable to perform even the simplest task for himself. Despite his many injuries, he continued to offer maximum resistance. His personal bravery in the face of deadly enemy pressure was significant in saving the lives of fellow aviators who were still flying against the enemy. Colonel Day's conspicuous gallantry and intrepidity at the risk of his life above and beyond the call of duty are in keeping with the highest traditions of the U.S. Air Force and reflect great credit upon himself and the U.S. Armed Forces.

Colonel Day spent a year in rehabilitation in order to return to active flying status. He underwent conversion training to the F-4 Phantom II and was appointed the vice commander of the 33rd Tactical Fighter Wing at Eglin Air Force Base in Florida.

Colonel Day resumed the practice of law in retirement and is the author of Return With Honor, which detailed his experiences as a POW.

Not one to sit idle, Col Bud Day filed a class action lawsuit against the Federal Government on behalf of military retirees for breach of contract. Military retirees had been stripped of military medical care benefits and told to apply for Medicare at age 65. He won a judgment in district court that was overturned on appeal in 2002. However, Colonel Day's actions helped to highlight the issue so that the U.S. Congress established TRICARE for Life, restoring military medical benefits to career military retirees.

By the time he retired in 1977, Colonel Day had amassed almost 8,000 hours and had flown the F-80, F-84, F-100, F-101, F-104, F-105, F-106 Delta, F-4 II, A-4, A-7 II, CF-5 and the F-15.

Resources

Colonel Bud Day on Wikipedia

Return With Honor

American Patriot: The Life and Wars of Colonel Bud Day

Strong Men Armed: The United States Marines Against Japan

2009-11-27T22:54:00Z

Strong Men Armed relates the U.S. Marines' unprecedented, relentless drive across the Pacific during World War II, from Guadalcanal to Okinawa, detailing their struggle to dislodge from heavily fortified islands an entrenched enemy who had vowed to fight to extinction—and did. (All but three of the Marines' victories required the complete annihilation of the Japanese defending force.) As scout and machine-gunner for the First Marine Division, the author fought in all its engagements till his wounding at Peleliu. Here he uses firsthand experience and impeccable research to re-create the nightmarish battles. The result is both an exciting chronicle and a moving tribute to the thousands of men who died in reeking jungles and on palm-studded beaches, thousands of miles from home and fifty years before their time, of whom Admiral Chester W. Nimitz once said, "Uncommon valor was a common virtue."
Strong Men Armed includes over a dozen maps, a chronology of the war in the Pacific, the Marine Medal of Honor Winners in World War II, and Marine Corps aces in World War II.

Strong Men Armed is on the Commandant's reading list.

Other books of interest by Robert Leckie.

Helmet for My Pillow

George Washington's War: The Saga of the American Revolution

"A Few Acres of Snow": The Saga of the French and Indian Wars

Conflict: The History Of The Korean War, 1950-1953

GySgt Carlos Norman Hathcock, A Marine we should know

2009-11-22T19:54:00Z

GySgt Carlos Norman Hathcock II is a legend in the Marine Corps. Every Marine knows the name and details of his combat record in Vietnam as a sniper. Gunnery Sergeant Carlos Hathcock is considered the father of modern sniping in the Marine Corps.

Born on May 20th 1942 in rural Arkansas, Hathcock lived with his grandmother. Out of necessity he learned how to shoot in order to help feed his poor family. He dreamed of being a Marine and in 1959, at the age of 17, enlisted in Marine Corps.

GySgt Hathcock, an MP at the time, deployed to Vietnam in 1966.  He was already a notable marksman in the Marine Corps having won many shooting championships. Captain Edward J. Land Jr. recognized his talents and recruited Marines who had set records in sharpshooting to become snipers.   GySgt Hathcock had won the most prestigious long range shooting competition, the Wimbledon Cup in 1965 and was recruited by Land to become a sniper in Vietnam.



Gunny Hathcock is credited with killing 93 North Vietnamese Army (NVA) and Viet Cong (VC) soldiers. These kills were all confirmed by a 3rd party. He is most likely responsible for the deaths of many, many more enemy soldiers that were never confirmed. GySgt Hathcock was so proficient at his craft that he NVA placed a $30,000 bounty on his life. The average NVA reward for killing a US sniper was reported to be $8.

"White Feather"

Nicknamed "White Feather" because of the white feather on his bush hat, the NVA sent a platoon of trained snipers to hunt Hathcock.

One of his most famous kills was of a sniper who was believed to have been sent specifically to kill him. Hathcock and his spotter were operating near Hill 55 when they began stalking the enemy sniper. Hathcock fired when has saw the sun reflect off the enemy sniper's scope. The round went straight through the sniper's scope, killing the sniper before he could fire at Hathcock.

On another mission Hathcock crawled over 1500 yards for several days to eliminate an NVA General. Gunny Hathcock spent four days and three nights without sleep stalking his target. He moved inch-by-inch in order to get into position to kill his target and was successful. He redeployed to the United States after this mission.

He returned to Vietnam in 1969, this time as a Sniper Platoon Commander. GySgt Hathcock is credited with using a 50-caliber machine gun with a mounted scope as a sniper weapon. This extended his lethal range to 2500 yards and led to the development of the 50-caliber sniper rifle years later.

GySgt Hathcock was riding on an Amtrack near Khe Sahn in 1969 that stuck a mine. Although severely burned he pulled seven Marines from the vehicle and would later be awarded the Silver Star for his heroic actions.

Due to his wounds his days as an operational sniper were over. After he was returned to active duty and assigned to Marine Corps Base Quantico to help establish Scout Sniper School to formally teach sniping.

In 1975 his health further deteriorated and he was diagnosed with multiple sclerosis. He was medically retired with 100% disability just short of 20 years of active duty. He often visited Scout Sniper school and also began training Law Enforcement. Hathcock taught Virginia Beach Police Dept. SWAT team snipers, at no charge, from 1984 until his death in 1999.

Resources

Carlos Norman Hathcock, II on Wikipedia

Marine Sniper: 93 Confirmed Kills

Silent Warrior: The Marine Sniper's Story Vietnam Continues

White Feather: Carlos Hathcock USMC Scout Sniper an Authorized Biographical Memoir

One Shot One Kill

"Chosin" Chosin Reservoir Documentary Film

2009-11-12T01:40:00Z

"Chosin" a documentary about the Chosin Reservoir

Every Marine knows the story of the 1st Marine Division at the Chosin Reservoir. The battle of the "Frozen Chosin" is an epic event in Marine Corps History.

Captains Brian Iglesias and Anton Sattler, both Operation Iraqi Freedom combat decorated Marines, teamed up to produce and film the documentary "Chosin" in February of 2009. Their team spent eight months on the road living out of a van in order to interview 184 Korean War veterans in 27 cities.

As fellow Combat Veteran Marines they were able to forge a unique bond with the older Marines who openly shared their combat experiences.

Look for Chosin to be an outstanding tribute and combat leadership resource for all Marines.

Marines: Visit FrozenChosin.com for updates and more information.

General Al Gray, A Marine we should know

2009-11-11T23:52:00Z

General Al Gray, 29th Commandant of the Marine Corps



Those of us lucky enough to be Marines in the late 1980s witnessed a complete transformation of the Marine Corps.

General Al Gray, the 29th Commandant of the Marine Corps, led the transformation that brought the Marine Corps back to its warfighting roots and at the same time pushed the Marine Corps toward the 21st Century. Warfighting, set the course and speed for Marine Corps Doctrine. General Gray championed new technologies and platforms such as Unmaned Aerial Vehicles (UAVs), the LCAC, and the Osprey that supported the new doctrine and are common place in today's Marine Corps.

His emphasis on military reading and Professional Military Education continues to impact every Marine.

"Success in battle depends on many things, some of which we will not fully control. However, the state of preparedness of our Marines (physical, intellectual, physiological, and operational is in our hands. The study of the profession through selected readings will assist each Marine's efforts to achieve operational competence and to better understand the nature of our 'calling' as leaders of Marines."

"I think Warfighting is the best leadership book around. The more you read it, the more you see how it applies to life."

                      Excerpts from Marine Corps Generalship by Edgar Puryear.

Other than perhaps John A. Lejeune, no Marine Commandant has had the impact on the Marine Corps like General Alfred M. Gray Jr. Much of the Marine Corps success in Iraq and Afghanistan can be directly or indirectly traced back to initiatives that General Gray launched while he was Commandant.

Considered a very long shot to become Commandant, General Gray was nominated by then Secretary of the Navy James Webb.

A prior Enlisted Marine, General Gray is the only Commandant to have his official photograph taken in Utilities. Many believe he did so as a reminder to all Marines that the focus of the Marine Corps is warfighting.

General Gray summed up his leadership philosophy in an interview with Dr. Edgar Puryear in Marine Corps Generalship as follows below.

"You should do as much good as you can, for as many people as you can, for as long as you can." "I really enjoyed the opportunity to help grow people, grow the generals, grow the young officers, grow the young enlisted Marines. I got the chance to do some things for people. I could counsel and guide Marines, guide them through by example. My big message was always, 'Don't let anything ever stop you from taking care of your people; don't ever stop listening to them."

General Gray's Official Marine Corps Biography

General Alfred M. Gray, Jr., 29th Commandant of the Marine Corps, was born 22 June 1928 and hails from Point Pleasant Beach, New Jersey. He enlisted in the Marine Corps in 1950 and served overseas with the Amphibious Reconnaissance Platoon, Fleet Marine Force (FMF), Pacific, attaining the rank of sergeant. He was commissioned a second lieutenant on 9 April 1952.

After attending The Basic School, at Quantico, Virginia, and the Field Artillery School, Fort Sill, Oklahoma, he joined the 1st Marine Division in Korea. He served a tour as an artillery officer with the 2d Battalion, 11th Marines, and a subsequent tour as an infantry officer with the 1st Battalion, 7th Marines. Returning to the United States in December 1954, Lt Gray was assigned to the 8th Marines, 2d Marine Division, at Camp Lejeune, North Carolina, until August 1955, when he attended the Communications Officer School, Quantico. He was promoted to captain in July 1955. From April 1956 until May 1961, Capt Gray served overseas in special command billets.

In May 1961, he was assigned to Headquarters Marine Corps (HQMC), Washington, D.C., for duty as special operations and plans officer, G-2 Division. During his tour he saw service in Guantanamo Bay, Cuba and in Vietnam.

Major Gray joined the 12th Marines, 3d Marine Division, in Vietnam in October 1965, serving concurrently as Regimental Communications Officer; Regimental S-3 Officer and Artillery Aerial Observer. In April 1967, he was assigned command of the Composite Artillery Battalion and the U.S. Free World Forces at Gio Linh. In September 1967, he was reassigned to the III Marine Amphibious Force in DaNang, where he commanded the 1st Radio Battalion elements throughout I Corps.

In February 1968, he returned to Washington, D.C., for duty with the Defense Special Projects Group as Chief, Intelligence and Operations Division. He was reassigned to the Marine Corps Development and Education Command at Quantico, in November 1968, and was tasked with the development of interim doctrine for employment of sensor technology in the Marine Corps. During the period of June-September 1969, LtCol Gray returned to Vietnam in conjunction with surveillance and reconnaissance matters in the I Corps Area.

Upon his return to Quantico, he was assigned duty as Chief, Intelligence and Reconnaissance Division, at the Development Center, until August 1970. He attended the Command and Staff College and upon completing the course in June 1971, was transferred to the 2d Marine Division at Camp Lejeune, where he assumed command of the 1st Battalion, 2d Marines, and Battalion Landing Team (BLT) 1/2. The BLT was deployed to the Mediterranean in September 1971, as part of the 34th Marine Amphibious Unit, and returned to the U.S. in March 1972. LtCol Gray commanded the 2d Marines from April through December 1972, when he was reassigned as Assistant Chief of Staff, G-3, 2d Marine Division.

Colonel Gray attended the Army War College, Carlisle Barracks, Pennsylvania, from August 1973 to June 1974, was assigned to the 3d Marine Division on Okinawa, as Commanding Officer, 4th Marines and Camp Commander, Camp Hansen. He later served as CO, 33d MAU/CO, RLT-4/DepCdr, 9th MAB, during the Southeast Asia evacuation operations.

Reassigned to HQMC in August 1975, he was assigned duty as Deputy Director, Training and Education Division, Manpower Department. He was advanced to brigadier general on 24 March 1976, and presided over a special group on the Marine Corps Reserve until 11 June 1976, when he was assigned duties as Commanding General, Landing Force Training Command, Atlantic, and Commanding General, 4th Marine Amphibious Brigade. He served as the Deputy for Development/Director, Development Center, Marine Corps Development and Education Command, Quantico, from October 1978 to May 1981. While serving in this capacity, he was selected in January 1980 for promotion to major general.

On 4 June 1981, MajGen Gray was assigned duty as the Commanding General, 2d Marine Division, FMF, Atlantic, Camp Lejeune. Following his promotion to lieutenant general on 29 August 1984, he assumed duties as Commanding General, FMF, Atlantic/Commanding General, II MAF and Commanding General, FMF, Europe. General Gray was promoted to the rank of general and assumed the office of Commandant of the Marine Corps on 1 July 1987. General Gray retired on 30 June 1991.

General Gray's personal decorations and awards include: the Distinguished Service Medal; the Silver Star Medal; the Legion of Merit with Combat "V" and a gold star in lieu of a second award; the Bronze Star Medal with Combat "V" and three gold stars in lieu of second, third and fourth awards; the Purple Heart with a gold star in lieu of a second Purple Heart; the Meritorious Service Medal; the Joint Service Commendation Medal; the Navy Commendation Medal; and the Combat Action Ribbon with a gold star in lieu of a second award.

Marines - Got any General Gray Stories? Share them below.

Resources for Marines

Warfighting

Marine Corps Generalship by Dr. Edgar F. Puryear Jr.

The Conflicted Leader and Vantage Leadership by General Al Gray and Dr. Paul Otte