SOLLIMS Sampler Special Edition, May 2017 - Page 18

communicates intentions and keeps internal and external audiences informed of the vision and actions being taken to achieve it. Determination toward the vision. Determination toward the vision is the quality of steadily moving forward – with commitment, hard work, patience, and endurance – despite difficulties and setbacks occurring throughout the peacekeeping/stability operation. There are countless examples in which the above-cited leader attributes were contributory to highly successful operations. Likewise, there are numerous examples in which failures occurred due to the absence of such leader attributes being demonstrated. What follows are just a few examples: “General Petraeus's achievement (January 2007-September 2008) in Iraq was to push his thoughts down to the lowest level so that everyone on the ground knew what was expected of them, leaving little doubt as to the mission and tasks.” [Visioning] (reference 1) “The first problem confronted by the Baghdad South Embedded Provincial Reconstruction Team (ePRT) was lack of operational direction (i.e., lack of State Department leadership and planning). No definitive guidance was provided to ePRT team members by way of the Embassy, the higher echelon Baghdad PRT, or the Baghdad South ePRT's leadership. ... Without [mapping the environment] and being able to dovetail operations into a larger, more comprehensive operational plan, the resulting effect was to support a number of "look good" projects. ... Unfortunately, these projects did more to destabilize this fragile region than to stabilize it.” (reference 10) “In Somalia, for example, shortcomings in leader interpersonal maturity and cross-cultural savvy did, in fact, lead to a loss of popular support, low troop morale and the eventual withdrawal of the UN mandate. Similarly, fragmentation of group unity can prove disastrous for peacekeeping and stability operations. Efforts in Angola, Bosnia, Cambodia, Congo, Rwanda, Sierra Leone and Somalia all fell victim to uncoordinated, unsynchronized activities by the various actors, that hindered the overall mission’s goals.” (reference 7) “Whereas U.S. civil-military cooperation (between the Department of Defense, State Department, and other U.S. Agencies) had not been effectively established or practiced during Operating Iraqi Freedom over the course of previous years, the senior military officer and the senior State Department officer on the ground in 2007 – General Petraeus and Ambassador Crocker – possessed the keen ability and the willingness to closely and continuously partner on U.S. operations – bringing exceptional unity of effort and oversight for implementing the President's guidance. Table of Contents | Quick Look | Contact PKSOI Page 17 of 36