Compass Points - Accountability
Two Marines relieved of command.
Compass Points - Accountability
Two Marines relieved of command.
March 15, 2024
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Down through its heroic history, one of the pillars of the Marine Corps has been accountability. Marines are Semper Fidelis. They are always faithful in their duties. Marines are held accountable. Leaders of Marines are held accountable. This is not just a theory.
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Military.com is reporting that the commander of the School of Infantry-West, and the commander of Reconnaissance Training Company, were both relieved on March 8 by Brig. Gen. Farrell Sullivan.
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The Marine Corps relieved two commanders at its West Coast infantry school earlier this month, citing "loss of trust and confidence in their ability to execute the responsibilities of their commands," according to a statement from the service on Thursday . . . .
Both units are based out of Camp Pendleton, California, and follow five other firings of leaders in charge of training programs in the Marine Corps in the last eight-plus months.
-- Drew F. Lawrence, Military.com
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Accountability is not just for Marines, it extends across the military services. The Navy is reporting its third firing of a submarine commander in the last seven months.
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The commanding officer of the USS Ohio sub's gold crew -- Capt. Kurt Balagna -- was relieved by Rear Adm. Nicholas Tilbrook, the commander of Submarine Group 9, "due to a loss of confidence in his ability to command," the Navy said.
-- Konstantin Toropin, Military.com
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Accountability builds muscle in military units, while lack of accountability breeds weakness. More than a decade ago at Quantico, a grisly murder, suicide killed three Marines at Officer Candidate School. The Commanding Officer of OCS was not directly involved. He was as shocked as everyone else. What should happen to the CO? The Commandant fired him.
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… With the death of three Marines, goodness, a month ago and a half ago now, that was a cold shot to the heart. … I worked my way through that, and I came to a persistent theme that I’ve been talking about for some time, and that’s the issue about accountability.
-- General James Amos, USMC, CMC
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At first accountability is imposed on Marines. But over time, Marines voluntarily put on accountability like they put on their uniform. Marines wear accountability proudly. One Marine, off duty and minding his own business, imposed accountability on himself. He saw his duty and he did it.
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When Marine Sgt. Amed Issa heard gunshots while at a bar in Honolulu with his friend, he at first assumed they were fireworks. After all, it was Jan. 6, 2023, only a few days after New Year’s.
Then Issa saw two men with guns just outside. He dashed toward them.
His actions that night would save the life of a man who had been shot 23 times, according to the victim — and, a little more than a year later, would earn him the Marine Corps’ top award for noncombat heroism.
-- Irene Loewenson, Military Times
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Why do Marines, like Sgt. Amed Issa, run toward the gunfire? Marines do their duty. Marines place accountability on themselves. By embracing accountability, Marines like Sgt Issa make the Marine Corps strong.
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Down through its heroic history, one of the pillars of the Marine Corps has been accountability. Marines are Semper Fidelis. They are always faithful in their duties. Marines are held accountable. Leaders of Marines are held accountable. Today, when it comes to Force Design, there is a need for accountability. The folly of Force Design has done grievous damage to the Marine Corps' global, crisis response capabilities. The damage is so great that Congress is demanding a special report on Force Design and what it has done to the Marine Corps. The moment has arrived for accountability. Who will be held accountable? And when?
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Military.com - 03/14/2024
Two Commanders in Marine Corps' West Coast Infantry School Fired on Same Day
By Drew F. Lawrence
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Military.com - 03/14/2024
Navy Fires Commander of USS Ohio -- 3rd Submarine Skipper Relieved in 7 Months
By Konstantin Toropin
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Patch.com - 04/26/2013
Marine Corps Relieves Commander After OCS Murder-Suicide
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Military Times - 03/14/2024
Marine receives rare heroism award for saving victim shot 23 times
By Irene Loewenson
Accountability extends to the reasons for the relief of a commander. The relief must clearly provide the reasons to convey to all others what was done and how the relieved commander was held accountable. Across DoD the mantra of “ lost confidence” rings hollow. Incompetence, personal behavior, failure to follow policy, disobedience, violations of the UCMJ or turpitude?
In the early 1990’s the Corps made a bad decision to convene boards for command screening which quickly evolved into de facto command selection. While boards varied, too many applied sophomoric metrics, political litmus tests, higher HQ interference, gender and race factors, peripheral MOS “fairness” and availability in screening and assignments. If the hand selected are being relieved perhaps the selection process needs a thorough review. Of course the hand selected are relieving the hand selected. Another factor for concern.
I had command from the Company through Regimental level. As the Head MMOA-4 I had a very close look at Officer records, promotion boards, Officer performance and the process for fitness report removal. As the command selection process was debated I was the sole voice in opposition based on my study of the Army Officer Command selection process and previous prior observations after three years as the Marine LNO to I Corps, 9th ID (Mtz), ADEA, the Ranger Bn, SF Group and Ft Lewis.
Had I ever been relieved of command over the course of my career I would have wanted every detail to be publicly disclosed. There are two reasons. To serve as an example to others on what not to do and to reveal the intent of my commander. I relieved one subordinate commander in my career and did not hide behind a hollow catch phrase. I did explain it in great detail to the relieved officer, my officers and to my superior. It was done without rancor or arrogance. Said officer transferred to another MOS for which he was fully qualified and far better suited.
Finally, let me clarify the concept behind the commander being responsible for everything his command does or fails to do. The concept applies to the command and not the criminal act of an individual in his command. Unless the criminal act can be tied to the command’s policies, negligence, command climate or dereliction of duty the commander is NOT responsible for the criminal acts of subordinates.
I do not know the details of the events at OCS, the reliefs at SOI West or some others. I do know of reliefs of commanders by petty, tyrannical and career protecting leaders over my 27 years of service.
I would like accountability to be transparent. Perhaps we could start with accountability for the catastrophic withdrawal from Kabul.
Loss of confidence is a smoke screen. I am sure someone will invoke “ privacy”. Privacy was surrendered when you take the oath.
Well now…the topic is accountability. I do wonder about the US Marine Corps Command Selection System. My perception is it maybe a closed system. You created a close system for the sake of efficiency and to eliminate complicating factors and friction. The problem is by limiting factors it can affect the results of a problem. For this reason closed systems have tendency to fail.
My additional perception is that since the implementation of the Command Selection Board the US Marine Corps has initiated more Command reliefs for lack of trust and confidence. I have to agree with Doug R., more transparency in these matters would be better.
I also wonder if the Command Selection Board sets senior majors on the career path to general officer excluding hard working officers who are aggressive, innovative and true to our warfighting amphibious instincts. I thought the Marine Corps was attempting to get away from the “zero defect mentality” and eliminating micro-management. An officer that establishes “trust as an essential trait” within his command needs to be promoted. Good leaders establish “trust by seniors in the abilities of their subordinates and by juniors in the competence and support of their seniors. Trust must be earned, and actions which undermine trust must meet with strict censure.” I am thinking about the Marine sniper, during the Afghanistan Evacuation, who had the Abbey Gate terrorist bomber in his sights but had to request permission to fire from his Battalion CO. Did his ROE state he was authorized the use of deadly force in defense of his fellow warriors?
We now have a system where the Service Chiefs are required to organize, equip, train, and support their service and the Joint Combatant Commanders are responsible to fight this country’s wars. Winning wars tactically but losing them strategically (Viet Nan, Iraq, Afghanistan War and EVAC, etc.) destroys trust in our military leadership. Our senior military leadership is responsible to explain to our political leaders that a rigorous war, makes for a short war, and a short war is a merciful war. Politically, we have let a war between Israel and the terrorist organization Hamas develop into a regional conflict. Committing our warriors to a conflict must be for decisive results. Our warriors don’t sacrifice their lives, they have to be taken by an enemy. For that reason alone military leaders need to be held accountable. Semper Fi