enemy territory in support of this strategy. That enabled us to hammer
enemy fighters with deadly effect, making those areas a little safer for
the U.S. Soldiers and Marines that built the permanent combat outposts
and lived and patrolled out of them, forcing the insurgents out of their
former strongholds. As a result, the local people ceased passive support
of the insurgents and instead switched sides to support U.S. and Iraqi
forces. Over time, the level of violence decreased dramatically, as did
the insurgents’ military capability. By the end of our deployment, the
area was secure enough to enable our Iraqi Army units to begin
operations under their own command and control: patrolling into the
city, engaging the enemy, and capturing or killing insurgents. That
portion of the mission was a success by any measure.
PRINCIPLE
In order to convince and inspire others to follow and accomplish a
mission, a leader must be a true believer in the mission. Even when
others doubt and question the amount of risk, asking, “Is it worth it?” the
leader must believe in the greater cause. If a leader does not believe, he
or she will not take the risks required to overcome the inevitable
challenges necessary to win. And they will not be able to convince others
—especially the frontline troops who must execute the mission—to do
so. Leaders must always operate with the understanding that they are
part of something greater than themselves and their own personal
interests. They must impart this understanding to their teams down to the
tactical-level operators on the ground. Far more important than training
or equipment, a resolute belief in the mission is critical for any team or
organization to win and achieve big results.
In many cases, the leader must align his thoughts and vision to that
of the mission. Once a leader believes in the mission, that belief shines