Chaitanya Jyothi Museum Opening, 2000
RAMANAM
In nomine Patris, et Filii, et Spiritus Sancti. Amen.
Countrymen,
ORBIS NON SUFFICIT
SOLUS DEUS SUFFICIT
I came across this statement recently. It is the finest example of the genre that I remember seeing. Inspiring stuff! Go to, C. S. Lewis!
How utterly exciting that you are taking command. I wish you could know how deeply proud I am of you and of all that you have accomplished. Not just the professional aspect, but also the personal side with XXX and the boys, as well as being my friend.
You know better than anyone my successes and failings as a commander. Hopefully you will understand that my thoughts below are meant to help you think, not to tout my own horn on any successes I may have experienced in command. Hopefully you do not think any of my thoughts are trite. They come from my heart.
1. Read Machiavelli’s, The Prince. I do not care if you read it in high school or college; read it again. Your comprehension grows as you are older and experience more heartache. He above all other thinkers throughout history is remembered for the advice he attempted to give to the new prince. You are him; the new prince. Many cast aspersions on Machiavelli, calling him the devil or a manipulative, evil man. Ignore these criticisms. They are irrelevant to the matter at hand; survival as the prince, the one with power. Read, The Prince, and use it’s teachings to help think about the problems that face you in your time. The book is only 92 or so pages, so a short read. Consider the concepts Machiavelli presents as you go through command. No idea should be taken as a mandate; use each idea to consider the problems that face you in your time (intentional repeat). I wish I had read The Prince before command.
2. Do not accept flattery of any kind. Just do not allow it. Ensure those around you understand that you will not accept their flattery. Never forget how insignificant you are in the universe of time and in the universe of your organization, and never forget how strong your insignificance makes you and makes your organization. Flattery attempts to convince you that you are the ONE for your organization. It is simply untrue. No one is the ONE. Some are truly great and are remembered in history, but even they are not the ONE. Those who remember this are valued for their humility, strength, and foresight because they contribute to the growth of their organization for the future, rather than attempting to build their personal “legacy,” whatever that means. Do not allow any man, woman, or child to cast doubt on the capability or effort of your predecessor(s). This is another form of flattery and it is extremely dangerous. Do not yourself cast doubt on the capability or effort of your predecessor(s) except among those you trust who are NOT inside your current unit. Susceptibility to flattery makes you vulnerable because you allow others to place you on a throne, which they will just as assuredly knock you off of when the time is convenient to their intentions. I’ve made the mistake of accepting flattery in the past; it is a deadly mistake.
3. Project an outward strength and consistency of character that makes your battalion commander feel confident in confiding in you. This might seem a strange thought. It is the one piece of advice an old enemy gave to me before I took command. I am forever grateful to that old enemy. It is the only piece of advice I remembered because it transcended the normal, “read doctrine,” “lead from the front,” etc etc. Your BN CDR is under a ton of stress. He/she may not be a GREAT leader, or they may not be a great XXX/XXX, etc etc, but they are there and your organization depends upon their success. There are very few peers for that CDR to talk with who will understand the thoughts, emotions, and heartache involved in command. Your BN CDR is obviously not your peer, but you are both commanders. There is something special about that, a special bond that is not replicated in any other subordinate-boss relationship. If he feels he can confide in you (without your being presumptuous and prompting him, of course), then you are supporting him with not just your work, but your character. This is extreme value added. This is one of the few successes I count as a commander. COL XXX (Ret) still confides in me. It is a great honor.
4. Respect the position of your 1SG. You may not respect him/her as a leader, but always respect the position. Hold that position close to your heart even if you are unable, for whatever reason, to respect the person filling the position. Once you do this, you will know what you need to do with a good or bad 1SG. Counseling within the 1st month, follow-up, work through training schedules together, counsel and relieve if necessary, etc etc. All the mundane stuff (except that last one, of course). But first comes respecting the position. And with this, respecting your position as the CDR. To say you and the 1SG are a team is too trite for my taste. You are not. Your positions are married to each other and divorce is not an option. I told 1SG XXX this, divorce is not an option, the first day I met him. We had a strained relationship, but neither he nor I would let the company drop to its knees because of the two people temporarily occupying the seats of CDR and 1SG. Both of you are renters of your illustrious seats. Respect the positions.
Enough for now. This is probably too much. You already have all the qualities of a man and a leader that I admire and trust. The day to day will overwhelm you at times. Do not worry too much. This is normal. As one of my mentors tells me always, hands on the plow, eyes up, remember you are prepping the ground for the next generation.
Βασιλεία του Θεού
Kingdom of God
Update 1: Angelo Codevilla on GA Douglas MacArthur: The Tipping Point (PDF)
AUM NAMAH SHIVAYA
