Brigadier General Halstead

 

Brigadier General Halstead

In January 2003 Halstead learned that she was to be promoted to general. The frocking ceremony happened in August 2004 (but the pay increase that accompanied the promotion did not take effect until January 2005. Halsted joked “my friends from back home called this a fleecing!”). In September 2004, she became commanding general of the 3d Corps Support Command (3rd COSCOM), United States Army Europe and Seventh Army, Germany. The 3rd COSCOM was to spend one year training in Germany before deployment to Iraq; the first Iraqi elections were scheduled for November 2005 and their operation had to be in place by then.

In her first command as a general, Halstead was responsible for 20,000 military and 5,000 civilian personnel. The staggering logistical complexity of the operation was a function not only of its sheer size but also of the deployment of Soldiers at different dates and with different levels of training and preparation. (Halstead commented that she could always tell the Soldiers who were new to the Corps because they were quicker to fire.) At the outset, Halstead articulated her outlook and her aims by circulating a memorandum of her “Daily Philosophy” to her entire command. (The full memo appears as Exhibit 7). The memo began:

The purpose of this memorandum is to SHARE my personal philosophy on life and leading. I believe the most effective way to care for people is to get to KNOW them. So, the focus of this written memo is to help you get to know me and have a better understanding of who I am and what is important in my life. Clearly, to be given the responsibility and the opportunity to lead Soldiers is at the top of the list; it is an honor and a privilege. First and foremost, I am very much like all of you: I’m a Soldier, a daughter, a granddaughter, a sister, and a friend. In these roles, it is very important to me that I am a person others can trust and depend upon. Two words describe how I try to live each day: “STEADFAST LEADERSHIP.” As a leader, I will do everything within my power to ensure a positive climate and work environment where people come first and missions are always accomplished. “STEADFAST” is an acronym and stands for: Soldiers, Training, Excellence, Attitude, Discipline, Family (and Friends), Accountability, Selfless service, and Teamwork.

Halstead outlined the scope and mission of her command in Iraq:

My unit was to provide the operational logistics (distribution of supplies–fuel, ammo, water, parts, food, clothing, medical, etc–and vehicle maintenance) across all of Iraq in support of the 250,000 military and civilians serving there and the 20,000 military and 5,000 civilians in my direct command were operating out of 55 different bases. I was also responsible for the base defense of 5 bases; one was Balad, the largest logistics base in Iraq. There were 30,000 people located there and, although they did not all work for me, the burden of protecting them was part of my mission. Additionally, I had 3 Infantry Brigades under my command and control–historic for a logistician and female! I also had 3 Iraqi Transportation Regiments in my command and we provided them transportation and maintenance training.

Halstead had one year to plan her operation and train and certify her units for deployments. Certification was necessary for any deployment in the Army and demonstrated that established standards had been met on all aspects of individual and collective performance from firing of weaponry to competency in cultural training. After months of painstaking preparation and training (see Exhibits 8, 9, and 10 for training materials Halstead prepared and distributed to her command), Halstead was confident her Soldiers and unit were ready to be certified for deployment.

Certification had to be issued by her boss in Germany, a three-star general recently back from Iraq. He was the most challenging boss Halstead had ever had. Intimidating and demeaning, he had

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This document is authorized for use only by Jing Zhou in Leadership-1-1 taught by Chenwei Li, San Francisco State University from January 2018 to July 2018.

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created a difficult environment for everyone throughout his command (which included multiple bases across Europe). A few months before Halstead was scheduled to lead the 3rd COSCOM into Iraq, he called her into his office. Halstead recalled the incident:

He threw a folder down on the table and told me to open it. It was about a company that had been ambushed in Iraq, and the insurgents had taken Soldiers as prisoners and several were killed. It was during a time in which he was over there, and he said, “This is what I think is going to happen to your units while deployed in Iraq.” I was shocked—speechless! And then he said, “I have no confidence in your ability to lead in combat.” After he said that, I felt physically ill–I just wanted to throw up. And I’ll tell you, part of me wanted to just quit. And then I started to second-guess myself. What if he’s right? And I was just trying to pull myself together.

For months Halstead had endured demeaning comments and unwarranted tongue-lashings from this general, but none that had questioned her core ability to lead. Thousands of men and women were putting their lives in her hands. What would it mean for the mission and for her command if she did not have her superior’s support? Where was she supposed to go from here?

In the trying moments that followed, as Halstead tried to work out what to do next, she recalled something her grandmother had often said: stand your tallest when you’re on your knees. She decided to convene her staff and tell them about the general’s no-confidence vote. They were her team, and should be informed. Halstead asked her staff to meet her in her office. They knew she had met with her boss; given his contentious and critical style of command, they were immediately alarmed. Halstead recalled:

So when I get to my office my staff is lined up like ducks in a row. Of course, they’re nervous. They know something has happened. And so I told them what happened in the meeting. And it was my own staff that embraced me and encouraged me the way I’ve always prided myself in doing for those who worked for me. And they helped me as a leader. And that just really confirmed for me the importance of leading up.

Buoyed, Halstead decided that she and her team would not be derailed. She would not quit. “I refused to believe that I would be this crummy little leader who’s going to fail,” Halstead later said. “The good Lord did not bless my entire military journey, 24 years at that point, to go to Iraq and fail. Sorry, not in the cards.”

Although Halstead was confident her team was ready to be certified, she and her staff decided to do whatever was necessary to get the general to sign off on their certification for deployment—even if this meant several additional months of training. And indeed there followed several months of demanding, often grueling, retraining for Soldiers who had not had a break in months. Many had planned to take time off to visit family before being deployed to Iraq; they were unable to do so because of this retraining. Halstead observed:

That incident made us stronger. We were already a tight unit, but we became even tighter. And we knew we had to get through these training exercises in order to meet my boss’s demands. And you could even say that maybe we were a better team because of what he did. Did that make his leadership right, then? Well, it doesn’t make it totally wrong, but I don’t believe it makes it right—because, physically and emotionally, I think we went through some things we didn’t have to do. For instance, nobody in my unit, not one of us, had any time off that summer. We ended up conducting additional training for the entire summer. What happens in the summer? That’s when your kids are out; that’s when your kids are graduating. That’s when you get a little vacation time. We deployed for a year after having spent six

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This document is authorized for use only by Jing Zhou in Leadership-1-1 taught by Chenwei Li, San Francisco State University from January 2018 to July 2018.

Rebecca S. Halstead: Steadfast Leadership 411-050

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months in the field. So for 18 months we didn’t see our families. And so I don’t care what anybody says, that wasn’t necessary. That was a lot of time lost for my people and their families. And that’s what drives people out of the Army—bad leadership. We, the leaders, create the environment. If there’s a poor environment and the leaders have allowed it to go on that way, you’re going to lose your people.

After months of retraining, the general signed off on the deployment and Halstead deployed her command into Iraq. By all measures, it was a successful year. The Iraqi elections took place and the country was becoming increasingly stable. But Halstead would not consider her command a success until her successor had also succeeded:

I was a demanding commander—and did not let up. Coming out of Iraq, before I turned over my command to another general, I drove my people particularly hard in those last 90 days to make sure they were communicating with whoever was taking over from them so there would be a seamless transition of authority between all. It’s a huge responsibility over there, and you want to do everything you can to set the new commander and his or her team up for success and to set that new team up for success. After we left Iraq, anything that happened in that first 90 days—if something negative happened because we’d ill-prepared them, then we ought to be ashamed of ourselves. We should not be just going for the finish line of 12 months, hand it over, we’re out of there. We should be extending that finish line.

Now for me personally, I can candidly tell you that I probably didn’t feel relief until a year later. I just felt like the whole time that the next general was over there, he had to conduct operations in a way that were a result of a lot of decisions I had made as a commander. So his success was very important to me. When he finally transitioned out of command successfully a year later, I truly felt we had set them up the best we could. Only then could I say, “Mission accomplished!”

After returning from her successful command in Iraq Halstead served as Commanding General of the U.S. Army Ordnance Center and Commandant at Aberdeen Proving Ground in Maryland—in short, the chief of all ordnance officers and Soldiers in the Army—often regarded as the apex of the chain of command for an ordnance officer. Halstead commented:

Many do consider being in charge of your branch as “apex.” But I was not one of those people. It was an honor and privilege, but commanding an operational unit deployed in combat was apex for me. The Chief of Ordnance is a training and doctrine position and critical to the leader development of our Soldiers and officers, but there is nothing for me that compares to a combat command.

Halstead served for two years as Chief of Ordnance and then decided to retire. She had served her country for 27 years. Said Halstead:

I grew up, 27 years in the Army, and I was blessed with success and accomplishments, but there was always the expectation of the next rank. If I pinned on major, everybody was already slapping me on the back and telling me I’m going to be a lieutenant colonel some day. Then when I pinned on lieutenant colonel, everybody said “You’re going to be a colonel some day.” And I would think to myself: can I just enjoy the rank I am, with the command that I have?

I think as I grew up in the Army and was promoted and attained more responsibility, I never really looked at myself as being truly successful until the day I retired. On the day I retired, the words could be read that I had honorably and faithfully served my country, and upon that you get an honorable retirement. I did not allow myself to really consider myself successful until that day. And it was then I thought, wow, I guess I did OK!

For the exclusive use of J. Zhou, 2018.

This document is authorized for use only by Jing Zhou in Leadership-1-1 taught by Chenwei Li, San Francisco State University from January 2018 to July 2018.

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Martine Kidd who served under Halstead in 2000–2002 as a company commander in the 10th Mountain Division, commented:

She is a national treasure. But she would never accept that sort of recognition. I think that the day that she decided to retire was a sad day for the Army. But there are a whole lot of Soldiers in the Army who are still a reflection of her leadership. So she is still making an impact in the Army to this day.

Halstead believed deeply in selfless service to others, no matter in the private or public sector, and in the ability of good leadership to make a difference for individuals, organizations and communities. Said Halstead, “Selfless service cannot be measured. It is not a goal or destination, it is a journey. It springs from the inside and has no race or gender. It is a lifestyle, not a moment of courage. It is humbleness in action.”

Said Lieutenant Colonel Kirk Whitson:

In the Army we have a set of values that we live by which center on trust and selfless service, and if you were to pile up our set of Army values, a picture of General Halstead would just light up right next to them because she truly is and represents all of those things. And she gets everybody around her to do the same thing.

Postscript

As Halstead’s plane landed in New York, she readied herself to deplane and begin the trip to West Point. But she continued wondering whether she should have told the story about the incident in Germany. When she disembarked, a CEO from the Las Vegas conference, who had been on the same flight, was waiting for her. Halstead recalled:

He reached out his hand and said, “I want to thank you for sharing your story about what happened with your boss in Germany before you went into combat. At my last board meeting, there was one director on my board who announced in front of the entire board that he had no confidence in my ability to lead the company. So I could really relate to how that boss made you feel. And you’ve encouraged me to know that I can overcome this with my team.” And with that, my question was answered: it was the right thing to do to talk about what happened in Germany. And ever since then I’ve been talking about it. Because I realized many know exactly how I felt and they are encouraged, as was this CEO, by my story.

Halstead added:

If you really get to know people and know their hearts, then I think you have a much greater ability to lead and influence and shape success, whether individually or for the organization. It has always been important for me to let people know who I am, and my values, priorities and expectations. Leadership is the fusion of heart and mind, in selfless action, for the betterment of others, to effectively accomplish the mission, and to make a difference.

Since retiring from the Army, Halstead continues to develop leaders. She founded her own leader development organization and speaks to and works with businesses and organizations across all sectors to help develop better leaders.

For the exclusive use of J. Zhou, 2018.

This document is authorized for use only by Jing Zhou in Leadership-1-1 taught by Chenwei Li, San Francisco State University from January 2018 to July 2018.

Rebecca S. Halstead: Steadfast Leadership 411-050

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Exhibit 1 My DNA

Source: Rebecca S. Halstead.

For the exclusive use of J. Zhou, 2018.

This document is authorized for use only by Jing Zhou in Leadership-1-1 taught by Chenwei Li, San Francisco State University from January 2018 to July 2018.

411-050 Rebecca S. Halstead: Steadfast Leadership

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Exhibit 2 Rebecca S. Halstead: Military Bio

For the exclusive use of J. Zhou, 2018.

This document is authorized for use only by Jing Zhou in Leadership-1-1 taught by Chenwei Li, San Francisco State University from January 2018 to July 2018.

Rebecca S. Halstead: Steadfast Leadership 411-050

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Exhibit 2 (continued)

Source: Rebecca S. Halstead.

For the exclusive use of J. Zhou, 2018.

This document is authorized for use only by Jing Zhou in Leadership-1-1 taught by Chenwei Li, San Francisco State University from January 2018 to July 2018.

411-050 Rebecca S. Halstead: Steadfast Leadership

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Exhibit 3 Halstead’s Notekeeping System (Please note: annotations on each page are by Halstead)

For the exclusive use of J. Zhou, 2018.

This document is authorized for use only by Jing Zhou in Leadership-1-1 taught by Chenwei Li, San Francisco State University from January 2018 to July 2018.

Rebecca S. Halstead: Steadfast Leadership 411-050

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Exhibit 3 (continued)

For the exclusive use of J. Zhou, 2018.

This document is authorized for use only by Jing Zhou in Leadership-1-1 taught by Chenwei Li, San Francisco State University from January 2018 to July 2018.

411-050 Rebecca S. Halstead: Steadfast Leadership

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Exhibit 3 (continued)

For the exclusive use of J. Zhou, 2018.

This document is authorized for use only by Jing Zhou in Leadership-1-1 taught by Chenwei Li, San Francisco State University from January 2018 to July 2018.

Rebecca S. Halstead: Steadfast Leadership 411-050

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Exhibit 3 (continued)

Source: Rebecca S. Halstead.

For the exclusive use of J. Zhou, 2018.

This document is authorized for use only by Jing Zhou in Leadership-1-1 taught by Chenwei Li, San Francisco State University from January 2018 to July 2018.

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For the exclusive use of J. Zhou, 2018.

This document is authorized for use only by Jing Zhou in Leadership-1-1 taught by Chenwei Li, San Francisco State University from January 2018 to July 2018.

Rebecca S. Halstead: Steadfast Leadership 411-050

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Exhibit 5 Command Philosophy for 63d Ordnance Company

DISCIPLINE: Set the example with high standards and lead by example

INDIVIDUAL TRAINING: Basic skills in a decentralized mode by the First Line Supervisor (SGTs business)

UNIT TRAINING: Union of individual & collective tasks to accomplish mission (Officer responsibilities)

MATERIAL READINESS: Unit equipment is accounted for, fully operational, and well maintained for a “come as you are” war

OFFICER DEVELOPMENT/NON COMMISSIONED OFFICER (NCO) DEVELOPMENT: Preparing the OFF/NCO Corps to better accomplish assigned tasks and responsibilities

MAINTAIN FACILITIES: Give emphasis to repairing and maintaining our facilities

SAFETY: Nothing we do in peacetime warrants unnecessary risk

Source: Rebecca S. Halstead.

For the exclusive use of J. Zhou, 2018.

This document is authorized for use only by Jing Zhou in Leadership-1-1 taught by Chenwei Li, San Francisco State University from January 2018 to July 2018.

411-050 Rebecca S. Halstead: Steadfast Leadership

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Exhibit 6 Excerpts from 63d Ordnance Company Soldiers’ Essays

Soldier 1 Tacoma Detox is a place for people with severe drug and alcohol problems. I observed a lot of

down and out people with nothing but the clothing on their back. They ranged between the ages of 18 and 60. They all had sad stories to tell, too…

While I worked at the Detox Center I talked to most of the patients that were there. Some said that

they had served in the Army and had a drinking problem while in the service. A few patients had a job and went to the center so that they could keep their jobs. Most of the others lived in the streets for several years, ate at missions and had spent most of their money on alcohol. I felt sorry because I have always had a home or a place to stay like the barracks.

I had to help some people get into an elevator, out of their clothes and into a sort of hospital

smock. I cleaned vomit stains off of nightstands and commodes…They had a window boarded up because some one had jumped through before. I thought that kind of thing only happened on hallucinogenics but I was wrong. I never though that alcohol could have such a bad effect on a persons behavior until what happened to me [personally] and what I saw at the Detox center…

The experiences of the people at the center have proven to me that an addiction to alcohol or

drugs can happen to anyone, and once you become addicted it begins to control your life. You begin hurting the ones you love and yourself. It can cost you everything…

I now understand that alcohol can cause many serious problems. I learned a valuable lesson from

Tacoma Detox that I will remember for the rest of my life. Soldier 2 My work at the Detox Center in Tacoma showed me not to get hooked on alcohol and drugs. It

really made me sad and upset to see a lot of people strung out with nowhere to go and no job at all… I’ve seen a lot of people from where I’m from go down hard for alcohol and drugs and they think it’s cool to do that… I think it’s stupid, money wasted and nothing but trouble. If it was up to me, I would have people go down there and see what life is all about, because those people aren’t down there for nothing.

Source: Rebecca S. Halstead.

For the exclusive use of J. Zhou, 2018.

This document is authorized for use only by Jing Zhou in Leadership-1-1 taught by Chenwei Li, San Francisco State University from January 2018 to July 2018.

Rebecca S. Halstead: Steadfast Leadership 411-050

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Exhibit 7 Halstead’s Daily Philosophy

DEPARTMENT OF THE ARMY HQ, 3d Corps Support Command

APO AE 09096 AETV-SCG 2 Sep 2004

MEMORANDUM FOR RECORD

SUBJECT: Daily Philosophy

1. The purpose of this memorandum is to SHARE my personal philosophy on life and leading. I believe the most effective way to care for people is to get to KNOW them. So, the focus of this written memo is to help you get to know me. . . . Clearly, to be given the responsibility and the opportunity to lead Soldiers is at the top of the list; it is an honor and a privilege. First and foremost, I am very much like all of you: I’m a Soldier, a daughter, a granddaughter, a sister, and a friend. In these roles, it is very important to me that I am a person others can trust and depend upon. Two words describe how I try to live each day: “STEADFAST LEADERSHIP.” . . .

2. “STEADFAST LEADERSHIP” is what I demand from myself and I believe it is what we must allow each member within our organization the opportunity to demonstrate. My goal is to live the “STEADFAST Leadership” principles I address below. In doing so, I hope my actions and my example, not my words, will motivate others. . . . Simply defined, I believe one’s true character is “who you are when no one else is watching.”

4. “STEADFAST” . . . stands for: Soldiers, Training, Excellence, Attitude, Discipline, Family (and Friends), Accountability, Selfless service, and Teamwork. Below are some expressions of what I mean by “STEADFAST” and a little more about myself:

a. Soldiers: People are our most valuable resource. . . . I consider all service members to be Soldiers, regardless of rank. I am a Soldier. To be a Soldier one must be able to both serve others and lead. Each of us . . . must always be prepared (technically, emotionally, physically, spiritually) to take charge when in charge. We must never forget each of us were all younger and more junior yesterday; remember this when developing subordinates and setting standards. Lead by example. Demand the same from yourself as you would others. “Coach, teach and mentor” must be our watchwords. . . .

b. Training: . . . Quality training is the ultimate display of genuinely caring for our Soldiers and their families. . . . Training is maintaining! Maintaining our equipment, our records, our health, our family structure are essential to our readiness and our ability to deploy. We must plan, coordinate and conduct realistic, combined arms training. . . . I strongly encourage creative and competitive training programs. . . . We must push ourselves and set high, achievable goals, not just meet the minimum requirements.

c. Excellence: . . . We represent the military and the United States 24 hours a day, 7 days a week. Our actions must always reflect that we are a values-based, people-focused, and mission oriented organization. We must all “Talk the Walk and Walk the Talk.” We must make every effort to provide responsive, premier support to our customers; remember, we are customers of our own organization. . . . Seize the initiative, go the extra distance, and be innovative. . . .

d. Attitude: The one thing in life we can control is our attitude. Our attitudes reflect our true character. . . . When you see a problem, become part of the solution! “Be all you can be” but not at the expense of someone else. . . . Take time for self-development and reflection and education in order to turn weaknesses into strengths. Seek responsibility, not glory and power. Work diligently and selflessly to make the team successful and cohesive. Do not worry about who gets the credit. . . .

For the exclusive use of J. Zhou, 2018.

This document is authorized for use only by Jing Zhou in Leadership-1-1 taught by Chenwei Li, San Francisco State University from January 2018 to July 2018.

411-050 Rebecca S. Halstead: Steadfast Leadership

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Exhibit 7 (continued)

e. Discipline: When we exercise discipline in all aspects of our lives, we realize success. We are able to choose the harder right over the easier wrong, accept risk versus gambling, and . . . push ourselves to limits we never thought possible. . . . The greatest compliment we can receive is that we are a disciplined organization! Discipline is the final line between a safe and unsafe act. . . . We must all have on our “pay attention eyes and ears” and always look for ways to improve safety. Nothing is more important than a Soldier’s life! Watch out for each other and enforce a buddy system, both on and off duty.

f. Family and Friends: . . . . I have 8 nieces and nephews, . . . and enjoy the role of “Aunt and Great Aunt Halstead.” My parents are raising one of my nephews, Joey, and I play a large role in his life. . . . It is very important for me to balance quality family time and work. I believe it is rewarding to get involved with the community, school activities, and the church. . . . Family Readiness Groups are really Unit Readiness Groups. Use your talents and participate in a positive way out of desire, not out of obligation.

g. Accountability: Accountability . . . encompasses both personal and professional standards: from your CIF hand receipt, family care plans, finances, to your supply, maintenance, readiness, budget, administrative and time management responsibilities. Hold yourself accountable for your own actions and accountable for the care and keeping of those entrusted under the leadership position you hold.

h. Service: . . . None of us joined the military to become famous or be heroes. We joined to selflessly support and defend the constitution of the United States. . . . I believe true LEADERSHIP is reflected in our ability to SERVE others first. We serve each other, our fellow units, our families, our Army and our country.

i. Teamwork: Together Everyone Achieves More. . . . Communication and cooperation are critical to the effectiveness of the chain of command. Disagreement does not equal disrespect. . . . Counseling is part of training and leader development and must be conducted by all leaders. Teamwork must extend horizontally across our organizations: Soldiers helping Soldiers . . . , families helping other families, units helping other units and military supporting our civilian community. . . . The Chain of Concern is also part of the team and I believe that family members provide a critical link to our success.

5. Bottom line, I enjoy life, I love people, I enjoy photography, I love to laugh and I love to work hard! I look forward to sharing this time in the 3rd COSCOM with each and everyone of you, learning from each other and developing a solid, caring, enthusiastic and winning TEAM!

“Sustaining the Line!”

REBECCA S. HALSTEAD

BG, USA

Commanding

Source: Rebecca S. Halstead.

For the exclusive use of J. Zhou, 2018.

This document is authorized for use only by Jing Zhou in Leadership-1-1 taught by Chenwei Li, San Francisco State University from January 2018 to July 2018.

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For the exclusive use of J. Zhou, 2018.

This document is authorized for use only by Jing Zhou in Leadership-1-1 taught by Chenwei Li, San Francisco State University from January 2018 to July 2018.

411-050

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Exhibit 9

Source: Reb

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Rebecca S. Halstead: Steaadfast Leadersh

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For the exclusive use of J. Zhou, 2018.

This document is authorized for use only by Jing Zhou in Leadership-1-1 taught by Chenwei Li, San Francisco State University from January 2018 to July 2018.

Rebecca S. Halstead: Steadfast Leadership 411-050

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Exhibit 10 Professionalism and Language

Source: Rebecca S. Halstead.

For the exclusive use of J. Zhou, 2018.

This document is authorized for use only by Jing Zhou in Leadership-1-1 taught by Chenwei Li, San Francisco State University from January 2018 to July 2018.