Green Berets rely on their problem-solving
abilities to survive in combat. Much of SF selection seeks to assess this
talent and the Special Forces qualification course develops and improves
creativity. Many times, military problems must be solved with the application
of force. Green Berets are not afraid to get their hands dirty, but they
understand the power of working with and through others. A friend of mine,
George, a Green Beret and a Ranger, told me this story. I don’t think it’s
true, but it does explain the Green Beret and the rangers.
The story goes like this.
The new secretary of defense
had been confirmed and was touring the Pentagon, taking briefings on the
capabilities of his forces. He had a well-deserved reputation as a no-nonsense
guy. After a briefing on Special Operations Forces, he was escorted to lunch by
a Green Beret officer.
The secretary’s confused look
did not bode well as they walked through the E ring. “I understand how SOF is
different from conventional forces, but the Rangers and Green Berets seem just
alike to me. You have a Special Forces Tab and a Ranger Tab. What’s the
difference?”
“The units are very different,
sir. While both units are composed of very capable soldiers, selected for
intelligence and fitness, Rangers attack the enemy directly, while Special
Forces work by, with, and through indigenous forces to accomplish tasks far
beyond their numbers.” The Green Beret secretly hoped he would not be pulled
into the eternal Ranger versus SF discussion for the 10,000th time. He prided
himself on his teaching abilities, but this guy was being obtuse.
“They dress just alike, they
are both ARSOF units, and they both have direct-action capabilities. How are
they so different?” It seemed the secretary was going to force this. The next
four years of Special Forces missions hinged on the new secretary’s
understanding. As they walked through an area of temporary construction, the
Green Beret had a flash of inspiration.
“Sir, humor me here; let’s do a
little demonstration. Rangers are highly aggressive. They pride themselves on
their toughness and discipline. They follow orders without question. You see
that huge soldier with a tan beret? He is a Ranger.”
As the Ranger approached, the
Green Beret called out, “Hey, Ranger! Come here.”
The Ranger moved toward them,
sprang to attention and saluted. “Rangers lead the way, sir. How may I be of
assistance?”
“Can you help us here for a
moment? This is the new Secretary of Defense. He wants to know more about the
Rangers. Will you help me educate him?”
Pointing to a new section of
hallway, the Green Beret officer said, “Ranger, I need you to break through
that wall.”
“Hooah, sir. Would you like a
breach, or complete destruction?”
“A man-sized breach will be
fine.”
With that, the Ranger removed
his beret and assumed three-point stance six feet from the wall. With a grunt,
he launched himself into the wall, punching his head and shoulders right
through the drywall. Hitting a 2×4 on the way through, he was a little stunned,
but he continued to work, smashing a hole wide enough for a fully kitted Ranger
to pass through. Staggering to his feet with a trickle of blood running down
his face, he appeared a little disoriented.
“Thank you, Ranger. Great job.
You are a credit to the Regiment. You need to go to the aid station and get
someone to look at that cut.”
The secretary was incredulous.
He had never seen such a display of pure discipline and strength. “That was
astounding. What could Special Forces possibly do to match that?”
The Green Beret was also
impressed but not surprised. “The Rangers are highly disciplined sir, but
Special Forces selection and training also produces strong, disciplined
soldiers. We deploy older, more mature soldiers in very small numbers. They
understand that they are a valuable strategic resource and are selected for
their advanced problem-solving abilities.”
The secretary seemed
displeased. “Frankly, that sounds pretty bogus. It seems that these Rangers are
the finest soldiers in the Army. What could Special Forces do that the Rangers
cannot?”
As he spoke, a Green Beret
staff sergeant walked by. Not as young or lean as the Ranger, he had a
commanding presence, and a serious look filled with confidence. The Green Beret
officer called him over.
“Hey Mike, can you help us here
for a moment? This is the new Secretary of Defense. He wants to know more about
the Special Forces; will you help me educate him?”
The staff sergeant shook the
secretary’s hand and introduced himself. “How can I help you, sir?”
Pointing to an undamaged
section of hallway, the Green Beret officer said, “Mike, I need you to break
through that wall.”
“No problem. Would you like a
breach, or complete destruction?”
“A man-sized breach will be
fine.”
The staff sergeant removed his
beret and stood for a moment in silence, six feet from the wall. He scanned the
area and smiled broadly as he found the perfect tool for the job. “Hey Ranger,”
he said, “Come here.”
Know your abilities, learn
about your environment, and use your resources deliberately. Green Berets know
that finding just the right tool can be the most important part of the job. The
Ranger in the story can take down a wall. The Green Beret can take out walls
until he runs out of Rangers, and then one more. As a force multiplier in the
real world, the Green Berets can enlist large units with local knowledge to
fight beside them. A single 12-man A-Team can train and employ a 500-man
infantry battalion. That is a significant return on investment for the
taxpayer. Value yourself and use your rapport skills to build partnerships.
Many hands make light work; don’t do everything yourself. Green Berets know
that there is no limit to what you can do if other people are doing the work.
Semper Paratus
Check 6
Burn
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