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• W1567003303 abstract "The sheik brings more sheiks; more sheiks bring more men. Joe realizes that if he 'ddone this three years ago, maybe his wife would be happier, and he'd have been home more. Mohammed gets to meet the Sheiks. They realize he's not such a bad guy, which is good for Iraq. Joe grows a moustache, because he realizes that Iraqis like people with moustaches and have a hard time trusting people without one. -Captain Travis Patriquin, How to win in Al-Anbar.1 ACOALITION BRIGADE COMMANDER grows increasingly frustrated at his inability to make progress. He thinks he is a competent military leader. He knows his job, his weaponry, his tactics, and his Soldiers. Nevertheless, he is frustrated over his inability to make progress. Things he is not in charge of are spinning out of control. He is in a three-block war.2 He must consider rebuilding infrastructure, schools, and hospitals in a clear-hold-build mission.3 He studies cultural awareness to pursue his mission. He asks for, and receives, the necessary interpreters. His staff is augmented with a civil affairs specialist, and he understands the full array of international organizations and nongovernmental organizations (NGOs) active in his area of operations. Yet in spite of such assets and knowledge, all measures of effectiveness indicate that things are getting worse. He has to accept the support of a host-country brigade whose dubious commander bears all the qualities of an opportunist, a known bully who uses a heavy hand with his own population. He has to work around this local sheik to get things done. The officer at the head of the Operational Mentoring and Liaison Team has gone native, making things even worse.4 He is supporting the indigenous commander even when it is evident that the thug is favoring his own tribe at the expense of the most elementary principles of good governance.5 The coalition brigade commander must devote extraordinary time and attention to analyzing and prioritizing projects: a new school for girls tops the list, followed by a new hospital, and then a few new wells. There are disagreements with the reconstruction team commander over these priorities. In connection with the school, the local authorities contend they are unable to staff it when it is completed. (They want him to build a new office for them instead).6 Fortunately, the enemy in the area is tactically clumsy, allowing the commander to make incremental gains. The brigade produces a number of successes. It catches a local insurgent commander trying to extort a local telecommunications company by using his cell phone.7 It solves the kidnapping of three international hostages because of the amateurish way the insurgents conducted the negotiations.8 However, the insurgency is still active, waiting for better weather to launch their spring offensive. The coalition brigade commander wants to cope with this coming situation, but he does not command the NGOs, the local authorities, or the local military and police units. Worse, he does not direct the operational management liaison team or the American provincial reconstruction team.9 All seem at crosspurposes with him. None follows a common line of effort, and each has a different understanding of the situation. The coalition brigade commander thinks they all are wrong and that he is right. The above hypothetical situation all-too-commonly plays itself out in the current operating environment (COE). This is a fictitious scenario, but it is true to many situations that happened in Iraq and are happening in Afghanistan. It could happen again elsewhere in the world. The story illustrates a new characteristic of the COE, the presence of multiple agents in the same area, all with a similar purpose but each with different mandates and approaches to what they consider the best solution. In this kind of environment, a commander cannot impose his vision and solution to the problem. The new COE places extraordinary demands on leaders to exert influence that goes beyond the traditional limits of military command authority in the leaders' areas of responsibility. …" @default.
• W1567003303 created "2016-06-24" @default.
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• W1567003303 date "2009-05-01" @default.
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• W1567003303 title "The Influential Leader" @default.
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