Gunfighter Treatise: Leader****p
http://home.pacbell.net/veterans/fwhite/deafw-18.htm
BY FRANK E. WHITE
While at The Citadel we were inculcated that leaders are made not born,
and that
the qualities which set apart those who lead from those who are led are
mental
discipline, humility, spartanism, dedication, sacrifice, self-denial,
loyalty,
fearlessness and love of one man for the dignity of another. The Citadel
gave me
a rich scholastic experience, a sense of order and a disciplined approach
to
life, an understanding as to the value of exercise and need to be
physically
fit, leader****p experience and trust, truth and integrity.
Shortly after my graduation in 1965, I volunteered as a young paratroop
lieutenant for service in Vietnam. During intense firefights in the
jungles of
the Central Highlands I learned that all great combat leaders have a
certain
irrational quality; a stubborn refusal to face defeat, infectious
optimism, the
ability to convince paratroopers that all is not lost even when they are
afraid.
In combat a leader must be as cold as ice; however, the leader himself
must have
fire in his belly, a spark of divine madness. Combat leaders must take
risks but
not foolhardy ones. Before making a decision he must calculate the odds
realistically. But the combat leader makes decisions and implements them
with
full commitment. My rule of thumb in battle was always to move to the
sound of
the guns, to be at the critical place at the critical time-to be where the
action could be best influenced. Paratroopers do not respond to a leader
who
fails to lead from the front. What they want is a physica! l contact with
their
leader. I learned in moments of desperation, fear, fatigue or
disorganization
brought on by casualties, personal example works wonders especially if the
leader has the wit to create a legend around himself.
When I began in the Federal Bureau of Narcotics (FBN) and later as a Group
Leader in the Bureau of Narcotics and Dangerous Drugs (BNDD) my ASAC was
Jim
Hunt, a strict, hard working leader utterly intolerant of bungling,
sloppiness
and laziness. In Jim's unit a feeling of mutual confidence prevailed.
There was
a aura of fellow****p, kin****p and camaraderie. Jim had a capacity for
learning,
an ability to *****s complicated situations, a facility for striking to
the
heart of the problem and coming up with the right solution. Sometimes he
may not
have had a ready answer but he would always give it his best shot no
matter what
the issue. He possessed serene unshakable faith in his agents for he had
the
lofty inspiring calm of a leader; firmness along with finely tempered
courage
first learned on the battlefields of Word War Two. He was impressive in
intellect, a real leader. Jim led as a man and he influenced through the
force
of his personality. The source of his influence and hi! s persuasive
powers
stemmed not only from the wisdom of his words, but also from his deep and
passionate faith with which his entire being was imbued and which he was
able to
transmit to us with great power. Jim was a valiant and inspiring leader.
One of
the most colorful leaders I have known.
The Drug Enforcement Administration (DEA) had two outstanding
Administrators,
Bud Mullen and Jack Lawn. Neither was vainglorious; for their sense of
purpose
was to strong for that. Both were assertive leaders who knew where they
were
going and planned on how to get us there. They were not rooted to old
commitments but instead periodically updated their plans and adjusted
their
goals to meet the changes in DEA, in our op****tunities and in the world
around
us. They didn't judge agents by their race, skin color, ***, age or
religion.
They realized that different agents have different styles and are entitled
to
their own opinions and beliefs; knowing that there was more than one way
to get
the job done. Both knew that effective and efficient leader****p depended
on
their ability to lead, motivate, educate, control, direct and challenge
their
agents to accomplish the goals and objectives they set forth. Bud Mullen
and
Jack Lawn were like mirrors, reflecting back into DEA our own s! ense of
purpose
by transforming our aspirations and thoughts into coherent policies and
programs. Bud Mullen and Jack Lawn certainly exemplified the fundamentals
of
integrity and patriotism: stellar patriots.
During my years in Operation Snowcap I worked with two leaders, Terry
Burke and
Chuck Gutensohn, who personified the word: leader****p. Conflict with the
Suits
did not scare them. They told me what was expected of me and gave me the
tools
needed for me to do my job. Terry and Chuck had strong ideas and opinions
but
always listened attentively to mine, allowing me to speak frankly for they
had a
reputation for fairness and honesty. Because of their combat experience in
Vietnam and Laos they had a first hand understanding of the needs and
desires
that motivate men. Terry and Chuck were direct and forthright. Agents knew
that
they meant what they said. They looked us in the eye and always appeared
at ease
in any situation. On Operation Snowcap they knew that playing it safe
would
undermine resourcefulness, initiative and stymie an eager sense of
responsibility, but they always used wise restraint to prevent fixing a
goal far
outside a reasonable sphere of accomplishment. Terry a! nd Chuck never
"passed
the buck" for they knew to do so would destroy their capacity to demand
and
secure from Snowcap agents the supreme effort to accomplish the mission.
They
left me the initiative and gave me the authority to carry out the Snowcap
mission in my own way. Both had the intuitive ability to bring into
Snowcap the
finest agents and to call upon them and receive from them the utmost
loyalty and
effort. They were sharp, smart and persuasive, fitted by intelligence and
temperament for leader****p within DEA. While the Suits within DEA would
struggle
and waiver, Terry and Chuck were always in a forward march gear. When the
Suits
would criticize they stuck to what they believed. Terry and Chuck were two
of
the toughest minded individuals I have met. Their self-control was
amazing.
Terry and Chuck were cool, composed and nerveless.
There is a military saying: "There are three types of leaders: Those who
make
things happen; those that watch things happen; and those who wonder what
happened!" Fortunately I elected to serve only with those leaders who made
things happen.
-- Frank E. White
http://home.pacbell.net/veterans/fwhite/deafw-18.htm
-- Otis Willie (Ret.)
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