A magazine for all RED DRAGONS

DRAGON FLYER
MAY 2017 - VOLUME 1, ISSUE 5

Leader’s
Corner
Pg. 4

Brigade Pictures
Pg. 24

SHARP
Pg. 27

“Leadership is not about

being served, it is about
serving” -Sfc. Karim B. Clarke

+ + + MOTIVATE + + + DEVELOP + + + LEAD+++

 The Dragon Flyer / 2

LETTER FROM
THE EDITOR
The Dragon Flyer is a quarterly offset publication

for members of the Department of Defense, the 501st MI

Brigade, and members of the Intelligence Community.

Circulation is 100 copies per issue. Editorial content is

the responsibility of the 501st MI Brigade Public Affairs

Office. Contents of the publication are not necessarily

the official view of, or endorsed by, the U.S. Government

or the Department of the Army. 501st MI Brigade does

not endorse private businesses; however, we encourage

Command Sgt. Maj. Richard E. Merrit poses for a photo after a PT session with members of
the 719th Military Intelligence Battalion, Camp Humphreys, South Korea, May 11. (Photo by
Spc. Jordan S. Pryce) all Red Dragon members and Families to make the

most of the special opportunities to keep busy during

your personal time in our host nation. The publication

The Red Dragon Team is printed by the Defense Logistic Agency document

Col. Derrick S. Lee services, Yongsan, South Korea.

Brigade Commander

Julie A. M. Guerra
Brigade Command Sgt. Maj.

The Publication Staff

Sgt. 1st Class Karim B. Clarke
Public Affairs NCO

Spc. Jordan S. Pryce

Graphics Designer
 The Dragon Flyer / 3

CONTENTS

Leader’s Corner
Pg. 4 - 7

Headquarters & Headquarter

Company Pg. 8 - 9

3rd MI Battalion
Pg. 10 - 11

368th MI Battalion
Pg. 12 - 13
Lt. Gen. Sir Frederick Edgworth Morgan KCB was a senior officer of the
British Army who fought in both world wars. (Curtesy of IZquotes.com ) 532nd MI Battalion
Pg. 6 Pg. 14 - 16

Maintenance
Pg. 17

719th MI Battalion
Pg. 18 - 20

Chaplain
Pg. 21

Family Readiness Group

Pg. 22

Brigade Judge Advocate

Pg. 23
Warrant Officer Tyler A. Darby treads water as part of the Brigade’s Best
Throughout the Brigade
Warrior Competition, Camp Casey, South Korea, 25 April. (Photo by Spc.
Jordan S. Pryce) Pg. 26 Pg. 24 - 26

Sharp
Pg. 27

Heavily p a d d e d KATUSA Soldiers fought in a Pugil Stick challenge, as part

o f t h e B r i g a d e ’ s Best Warrior Competition, Camp Casey, South Korea,
and 26 April. (Photo by Spc. Jordan S. Pryce) Pg. 24
 The Dragon Flyer / 4

LEADER’S
CORNER
leader, the embodiment of selfless leadership that casts
aside self-interest and ego for the greater good of the unit
and the mission it is set to accomplish. To be such a leader,
it takes a great dose of humility and the fulfillment of re-
alization that personal interests and desires must be sac-
rificed for the greater good of the mission. It is the very
trait and attributes that we, as members of the Red Dragon
Team, should aspire to possess and practice, day in and
day out, as we execute our duties and tasks in this challeng-
ing and dynamic operational environment.

Commissioned into the Royal Artillery of the Brit-

ish Army in 1913, Frederick Morgan was called back from
Col. Derrick S. Lee service in India when World War I erupted. Having been
badly wounded by a German artillery round on the West-
ern Front, he would stay in uniform and rose to the rank
of Brigadier General by 1935. After leading various units
Few would argue that one of during the early years of World War II – 1st Support Group
the greatest military operations of of the British 1st Armored Division in Battle of France
the last century is Operation Over- and British I Corps that planned multiple Northern Africa
lord, the Allied Forces’ invasion of missions during Operation Torch – Morgan, who had been
Western Europe that ultimately led promoted to Lieutenant General in 1942, was appointed as
to the defeat of Germany and the Axis the Chief of Staff of the Supreme Allied Command in April
Powers during World War II. How- of 1943 and given the responsibility of planning the cross-
ever, the architect of that invasion strait invasion of western Europe.
plan has been largely overlooked and
forgotten by the collective memory of To undertake this enormous task – after two previ-
history. By the time he died on March ous planning efforts of invasion of north and Western Eu-
19, 1967, Sir Frederick Edgeworth rope had been started but shelved due to inherent difficulty
Morgan, a retired British Lieutenant of the mission – he was given a staff of four enlisted men.
General who had devised the original The Allies had no Supreme Allied Commander, and would
invasion plan, was a completely for- not have one until January 1944, when General Dwight D.
gotten man. But it is his actions and Eisenhower arrived in London. Therefore, Morgan started
deeds throughout the operation and his enormous task in a militarily unthinkable position—as
campaign that serves as a startling a chief of staff with no superior to direct or guide his ef-
reminder of what it is to be a selfless forts, small staff and little resources. The only vehicle for
 The Dragon Flyer / 5

LEADER’S
CORNER CONTINUED
the staff was purloined from I Corps Headquarters. All he had to go on was vague, constricting
guidance from the Anglo-American Combined Chiefs of Staff, hemmed in by competing national
priorities. Yet, self-effacing Morgan took such limitations, obstacles and constraints in stride,
and directed his growing staff to develop a plan that solved most of the problems facing the Allies
on the coast of France.

In July of 1943, Morgan and his deputy, U.S. Brigadier General Ray Barker, were
summoned to Washington, D.C. to brief the U.S. Joint Chief of Staff to present the Overlord plan,
and to confer with the U.S. War Department about the troop requirements for the operation. The
Joints Chiefs approved the plan, and Morgan also met with President Roosevelt to brief the
overall concept of the plan. In December of 1943, he was given the authority to issue orders on
behalf of the Supreme Al-lied Commander, who was yet to be named, to Commanders in Chief of
Land, Naval and Air Forces in preparation for the Operation. By the time the operation was
executed on June 6, 1944, Morgan’s original plan had gone through some revisions at the behest
of Field Marshal Bernard Mont-gomery, the Commander in Chief of Land Forces, to increase the
size of landing force over a wider landing area. However, all the key features of Morgan’s plan
remained: the choice of Normandy as the assault area, the deployment of American forces on the
right and British on the left, the use of airborne troops to cover the flanks, and some form of
diversionary, or deception, operation in Southern France.

But what makes the story of Sir Frederick Morgan extraordinary is not the unparalleled
in-sight, deftness, and diligence with which he accomplished this enormous planning task. It is
what he decided to do when faced with a difficult choice of choosing between his own personal
interests and greater good of the mission. When General Dwight D. Eisenhower was named the
Supreme Allied Commander in January of 1944, as Morgan and his staff was full into operational
planning and preparation, U.S. Major General Bedell Smith was designated as the new Chief of
Staff, under the previous agreement that the Supreme Allied Commander would have a Chief of
Staff of same nationality. Morgan’s staff was absorbed into the new Supreme Headquarters for
Allied Expeditionary Force (SHAEF), and he was offered a Corps Command in Italy. But
Lieutenant General Morgan declined in favor of staying on SHAEF staff as one of Major General
Smith’s three deputies.

Here is a decision that very few would make: A three-star general volunteering to become
a deputy to a two-star general, who had just taken over the former’s position as chief of staff that
had done all the difficult planning work for perhaps the greatest military operation in the last
century. Morgan’s decision to become Smith’s deputy is all the more extraordinary, given the
prevailing atmospherics of the day where the British viewed themselves as the senior ally who
was relying on American resources to tip the balance against Germany (in fact, when the original
concept for the cross-strait invasion came to fruition in early 1943, it was envisaged that the
Supreme Allied Commander would be British).
 The Dragon Flyer / 6

Curtesy of IZquotes.com

Regarding his decision to second himself to the beacon upon which the members of the
an officer of lesser rank, Morgan wrote, “I was team or the unit can draw inspiration and
conscious of a strong paternal feeling towards strength from.
this Operation Overlord that was about to come
During World War II and throughout
to birth. If, by any mischance, things went
other wars and campaigns of our nation,
wrong, I had no illusions as to where as much as
Soldiers have made great – and in some
possible of the blame would be placed and I felt it
instances, the ultimate – sacrifice, and such
would be better to be on the spot alongside those
acts of selfless service, sacrifice, and
who had borne the heat and burden of the
devotion to the calling form the foundation
planning.” It was his sense of duty and
of our nation’s armed forces and its legacy.
dedication to the mission, and the in-nate sense of
A quick glance at any citation for valorous
responsibility and obligation he felt to the
combat awards from any campaign serves
mission and the organization, that compelled
as a source of inspiration; yet, actions and
Morgan to stay on in this less than ideal situation.
deeds of unsung heroes – such as the account
If something were to go wrong with the operation
of Frederick Morgan – is a reminder that
– and it could easilyhave been a failure, had any
each and every one of us has the opportunity
one of number of variables not align in the Allies’
and the capacity to make a difference, day in
favor – Morgan wanted to make sure that he
and day out. It is truly what we make of the
would be there to take full responsibility.
situation we are in, and the right things that
As a forgotten hero of World War II,
we do regardless of the circumstance: that
Morgan ex-emplified the two attributes – humility
no matter the hand that we are dealt, as long
and dedica-tion – that is the hallmark of any
as we keep the objective in sight and strive to
leader. He demonstrated that actions and deeds
serve for the greater good of the mission, we
of one leader, who is willing to forgo his or her
can and will make a difference.
ego, can have an enormous impact on success of
the mission. Such dedi-cation, at the sake of Red Dragon 6
personal interest, can have a lasting impact on an Red Dragons! Strike with Fire!
organization – it can serve to be the rallying point,
 The Dragon Flyer / 7

LEADER’S
CORNER CONTINUED
Striking with Fire! Last quarter I challenged
the leaders with the following: What is a Red Drag-
on? Who is a Red Dragon? Red Dragons DO what
is right! Red Dragons RESPECT everyone (includ-
ing themselves), ALWAYS take care of each other,
GIVE the best at what they do, OWN “It” and NEV-
ER accept defeat. As a member of the Red Dragons
this is what you should BE, it’s what we expect of
every leader, Soldier and Civilian within our orga-
nization. Know WHAT a Red Dragon is…and strive
to be that each and every day!

With a continued focus on mission readiness

we must focus on our ability to manage change.
With a large transition season coming up in the
next few months, it is imperative that we welcome
all new Red Dragons into the culture of the brigade
but also that in Eighth Army. We are charged with
the serious responsibility of providing indications
and warnings of provocations and actions of North
Korea. This is a NO FAIL mission. This is some-
thing that if we don’t do it right, it could affect our
fellow service members, families and millions of
South Korean citizens. How we do that is by main-
taining our ability to FIGHT TONIGHT. It’s not just
a slogan. It means that we are able to be lethal on
all our combat systems whether it’s DCGS-A, com-
puter system or a wrecker. Whenever there is a
fellow Red Dragon that cannot do the mission be-
cause of misconduct or irresponsible drinking; that
takes another Soldier off of that weapon system
which impacts our ability to be mission ready. It’s
up to all of us to reinforce what a Red Dragon is,
and why it’s important that each of us matter. As
you sponsor new Soldiers and leaders coming on
pen, make sure that they understand the mission
that we have and why it is imperative each and ev-
ery one of us stands ready to FIGHT TONIGHT!
Command Sgt. Maj.
Julia A.M. Guerra
Last I want to say Thank You! For ev-
erything every one of you and your families
do for the mission here. I am honored to have
been given the opportunity to lead and care
for the BEST BRIGADE IN THE ARMY! This
has been a challenging and rewarding as-
signment like no other in the 22 years I have
been serving this great nation. Red Dragons
are the epitome of professionals and have
produced a legacy that is long lasting. You
are that legacy. You are Red Dragons and
Red Dragons Strike with Fire! RD7
Photograph by SPC Jordan S. Pryce
 The Dragon Flyer / 8

HEADQUARTERS AND
HEADQUARTERS
COMPANY

Accelerated Readiness through Leader

Development by Cpt. Tae Ha

This past quarter and in the months to follow, Headquarters and Headquarter
Company (HHC), 501st Military Intelligence (MI) Brigade (BDE) is emphasizing unit readiness
at all levels through continuous leader development to educate, train, and provide HHC
Soldiers with the experience to operate in dynamic and complex environments. With
leadership being critical to unit readiness, the Company continually focuses on providing
purpose, direction, and motivation through a number of training events each quarter in order
to accomplish the mission and improve the organization. For example, HHC successfully
conducted an internal Emergency Deployment Readiness Exercise (EDRE) to better prepare
the unit in the event of a conflict on the Korean peninsula. The Company tested the unit’s
muster time, tactical convoy operational readiness, tactical communications readiness, base
defense operational preparedness, and other key tasks. The exercise was an overall success
and highlighted HHC’s capacity to support Eighth Army’s ability to ‘Fight Tonight’ in Korea.

Additional training events in support of accelerated unit readiness for this quarter
included a CBRN range, M2/M320 range, and two M4/M9 ranges. Each range was led by
qualified leaders within the Company and challenged those leaders to both develop themselves
and prepare others through preliminary marksmanship instruction, range coordination,
execution, and assessment of the training. At the CBRN range on 4 January 2017, Soldiers
received hands-on training on how to effectively and efficiently don their M50 protective
masks and Joint Service Lightweight Integrated Suit Technology (JSLIST) in order to protect
themselves from a CBRN attack. Soldiers gained full confidence in their equipment and their
ability to use it, when they tested their skills in the Gas Chamber as a culminating exercise.
During the M2/M320 and M4/M9 weapons qualif i cation ranges, HHC trained and qualified
62 Soldiers, increasing unit readiness at the individual Soldier level for each weapon system.
 The Dragon Flyer / 9

‘HAVOC Challenge’ winner for the junior enlisted category, PFC Gibellin is validated on call for fire and calling in a 9 line MEDEVAC during the CPTE, USAG-Yongsan, 22 February 2017.
(Photograph by Spc. Jordan S. Pryce)

Looking forward to the BDE Best Warrior Competition (BWC) in April 2017, HHC
conducted its own ‘HAVOC Challenge’ in conjunction with the quarterly Commander’s
Priority Training Event (CPTE) on 22 February 2017 in order to determine which junior
enlisted Soldier, KATUSA Soldier, and Non Commissioned Officer would represent HHC in
the BDE BWC. Beginning the morning of 22 February, the Company leadership challenged
Soldiers to a 6.2 mile ruck march equipped with full tactical gear and a 35lb ruck sack,
followed by a stress land navigation course. The course, developed with the intent to push
teams of three to accurately plot and find as many grid coordinates as possible in a limited
amount of time, directly impacted unit cohesion by inspiring and motivating Soldiers to
work as a team and remain resilient through the trying event. Battling exhaustion from the
morning’s challenges, Soldiers pushed forward in the afternoon to validate their
individual knowledge in performing Army Warrior Tasks, to include weapons, first aid,
communications, and CBRN tasks. Overall, the Company validated over 50 Soldiers on land
navigation and AWTs, building trust in the Company leadership to prepare and create
agile, adaptive Soldiers during Sergeant’s Time Training and weekly Tactical Physical
Readiness Training.

HHC would also like to take this opportunity to recognize PFC James Gibellin, PFC
Hee Won Park, and SSG Dallas Alsup for winning the ‘HAVOC Challenge’ in their respective
categories. All three HHC Soldiers will go on to compete in the BDE Best Warrior
Competition in April 2017. Good Luck Havoc Soldiers!

Finally, HHC has taken steps to bolster its Family Readiness Group (FRG) by
reaching out to the families of service members in an effort to create a stronger and more
resilient community. HHC FRG’s quarterly meetings are open to families and single
Soldiers alike, it provides an opportunity for all stateside family members to stay current
on HHC successes as well as FRG events by visiting our Facebook page at https://
www.facebook.com/HHC-501st-MI-BDE-276134221722.
 The Dragon Flyer / 10

3RD MI
BATTALION

Chaplain Hardy host the Korean culture class, Suwan, South Korea. (Photo courtesy of 3rd Military Intelligence Battalion.)

The Army defines leadership according to FM 6-22 as the process of influencing people by
providing purpose, direction, and motivation while operating to accomplish the mission and
improve the organization. 3rd MI Bn Soldiers experience leadership in many ways, as there
are many ways to lead. The Army values is a good model for Leadership (LDRSHIP), which 3rd
MI consistently lives by. Loyalty to the Army, 501st MI Bde and 3rd MI Bn was epitomized when
at least 20 Soldiers extended their tours in order to provide continuity, and experience that
would ordinarily be lost during a high turnover of personnel. Duty, the NCO Corps has taken the
challenge under CSM Parker and company 1st Sgts. During QTB basic Soldiering was echoed
by the Senior NCOs. As a result, Soldiers were challenged to 8 mile runs on weekends, and
weekly NCO calls in the local community to reinforce what Duty means and what it demands of
the Soldier. Respect comes from the top, and LTC Skou is a shining example. LTC Skou hosts
monthly luncheon meetings, listening to Soldiers and provide feedback affirming that Soldiers
are significant and that they are worth investing in. In lockstep, Leaders attend a weekly
breakfast which serves as Leader Professional Development (LPD).
Senior leaders demonstrate selfless service every day as presence patrols in the barracks
and local community has risen. Invested time and effort, families and leaders ensures Soldiers
are maintaining and or managing expectations. As a result, Soldiers performed above standard
during FY17 2nd quarter.
 The Dragon Flyer / 11

Back to back BLC classes showed 8th

Army, the Korean Peninsula that we are the
standard when developing junior Leaders. 3rd
MI Bn Soldiers graduated as distinguished
honor graduates, CPL Austin won his class
leadership award and the Iron Female award
was awarded to SPC Whelon and CPL Soto. CPL
Kwame Austin, SPC Kasey Campbell and SPC
Metanoia Moliga graduated as Honor
graduates, making the Commandant's list; top
20% of their class. Out of over 100 students, they
have validated the investment the families and
Leaders of 3rd MI Bn have made.
1st Lt. Williams presents CPL Soto her promotion certificate (Photo courtesy of 3rd
Military Intelligence Battalion.)
Integrity, i t i s a p e r s o n a l partiality
to hold oneself to moral and ethical in two phases; Senior Leaders and Junior
standards. Chaplain Hardy consistently Leaders. Soldiers on all levels were briefed on
taught Soldiers to make moral and correct the leadership challenges and lesson learned
decision a t w o r k and in everyday life. PFC during the battle of TF Smith. 1Lt. Allen
Lewis a n d P F C M c e l h o s e were honored by stressed that as Soldiers we will have to make
the CG for breaking up fights and keeping tuff decisions from time to time. It takes
Soldiers safe in the local community. personal courage to make decisions
especially if it is not a popular decision; as
Personal courage, was demonstrated by long as our decisions are grounded within the
1Lt. Allen when he coordinated and executed the Army values our actions will always be just.
Battalion staff ride to the first battle ground
American Soldiers fought at TF Smith; when Overall w h e n i t c o m e s t o L e a d e r s h i p ,
President Harry S. Truman approved General 3d is First!!!
MacArthur to deploy ground troops to Korea,
on June 30, 1950. The Staff ride was conducted

Spc. Campbell presents the Korean TRADOC SGM with a gift for speaking at his BLC class. (Photo courtesy of 3rd Military Intelligence Battalion.)
 The Dragon Flyer / 12

368TH MI
BATTALION

368th MI Bn and WARISC Soldiers pose with their company guidons the day after the race. From left to right Sfc. Victor Ortiz, Ssg. Ryan Casey, Cpt. Todd
Hamilton, Sfc. Cynthia Burns, Cpt. Denton Murphy, Sgt. William Morgan, PO2 Maicy Her, 2nd Lt. Lance Bubak. (Photo Courtesy of 368th MI Bn.)

368th MI Battalion Soldiers Rise to the Challenge at estimated 20,000 prisoners did not
the 28th Annual Bataan Memorial Death March survive the journey.
By Maj. Karl Whatley For the 368th MI Battalion
WHITE SANDS MISSILE RANGE, NM – Soldiers involved, the race served as a way
Soldiers from the 368th MI Battalion recently to honor the sacrifices of the past, while
participated in one of the most grueling races the honing leadership skills in the present.
military has to offer -- the Bataan Memorial Death CPT Denton Murphy, the Bravo Company
March. It consists of a 26 mile ruck march Commander who organized this year’s
through the high desert of New Mexico’s White 368th MI Battalion participants, noted
Sands Missile Range. This site of the first testing of “the march is a way to honor the sacrifices
the atomic bomb memorialized the 75th o f those who came before, while testing a
anniversary of the Bataan Death March, which Soldier’s perseverance and motivation.”
occurred during World War II when the Japanese The element of perseverance was of special
military captured the Philippines in April 1942. importance at this year’s march. The race
American and Filipino POWs were marched thru the set records not only for participants; with
Bataan Peninsula under extremely harsh conditions over 7000 in attendance, but also for heat,
to Japanese prison camps within the interior. An as temperature reaching the 90s by early
 The Dragon Flyer / 13

and they’ll amaze you with what they can do.”

As for Cpt. Murphy, he looks forward

to bringing 368th MI Battalion Soldiers back
to the Bataan next year. “I’ve already had
several Soldiers ask when they can sign up
to get on the team for next year.” For him,
this demonstrates one of the core tenants
of leadership. “Confidence is contagious. By
demonstrating t o your Soldiers what can b e
accomplished with persistence, they’ll want to
368th MI Battalion Soldiers celebrate after finishing the Bataan Memorial Death March in
the Military Heavy category. From left to right 2lt. Lance Bubak, Cpt. Denton Murphy. follow in your footsteps.”
(Photo Courtesy of 368th MI Battalion.)

afternoon. For SSG Cynthia Donahe, a Platoon

Sergeant with Charlie Company, the race also
symbolized the enduring need for an Army
leader to have “grit”. As she stated, “Bataan
taught me that as leaders, we must train and
prepare with emotional intelligence and grit,
especially in adverse conditions, to accomplish
the mission.” Donahe practiced what she
preached. Despite being one of the smallest
Soldiers in the battalion, she competed and
finished in the “Military Heavy” category.
This requires participants to wear full military
uniform plus carry a ruck with a dry weight of
35 lbs. SSG Donahe was one of 95 females to
finish the race in this category. The achievement 368th MI Battalion and WARISC Soldiers pose beside the B/368 guidon before the start of
the race. From left to right Mike Donahe, SSG Cynthia Donahe, Cpt. Denton Murphy, 2Lt.
was all the more impressive considering the Lance Bubak, PO2 Maicy. (Photo courtesy of 368th MI Bn.)

overall number of race participants.

The 368th MI Battalion planned this event in For more information on the Bataan Memorial
coordination with Soldiers from the Western Army Death March, you can go to bataanmarch.com.
Reserve Intelligence Support Center (WARISC)
at Camp Parks, CA. Cpt. Todd Hamilton of the
WARISC raved on the confidence his Soldiers
received by finishing the race. He high-lighted
that “several had not rucked since basic
training. This reinforced that with planning
and effort, they could accomplish something
they were initially skeptical at completing.” As
Hamilton encouraged all to “empower Soldiers
with vision, time, resources and confidence,
Participants of the Bataan Memorial Death March preparing for the start of the event
(Photo Courtesy of 368th MI Bn)
 The Dragon Flyer / 14

532ND MI
BATTALION
By: 2nd Lt. Timothy Walker, HHSC, 532nd MI Bn

As part of 8th Army requirements to

ensure readiness, members of the 5 3 2 n d M I
Bn conducted Stored Combat Load (SCL)
retrieval on March 24, 2017. Operational
constraints dictate that not all ammunition
vital to 532nd MI Bn’s mission can be stored in
the immediate vicinity of the unit at USAG
Humphreys. As a result, the unit must be
ready to retrieve any ammunition not
immediately on hand. In order to ensure
preparedness to conduct this task, members of
HHSC, A Company and B Company worked
together to plan and execute an SCL retrieval.
This operation, led by HHSC, requires
co-ordination with 52nd Ord and 19th ESC in or-
der ensure that all the ammunition required by
532nd MI BN is staged at the appropriate time
for pick up. CPT Ryan Rances and SSG
Nathaniel Luikens of 532nd MI Bn's S-3 were
instrumental in this phase of the operation by
Pfc. Nichelle Holmes hands a portion of 532nd MI Bn's SCL to 1Lt. Joseph Macchiaroli, during
facilitating all necessary coordination as well the SCL retrieval on March 24th, 2017 at Ammo Depot 3. (Photo by Spc. Leslie Muriel)

as verifying all required documents.

Additionally, those planning the retrieval must Beyond the planning for the transportation
evaluate the types of ammunition being of the ammunition itself, there are many other as-
transported to determine a load plan in pects of the SCL retrieval in which 532nd MI Bn
compliance with safety regulations governing personnel played a critical role. These included
the transportation of hazardous materials. To Sgt. 1st Class Vincent Floyd, NCOIC of 532nd MI Bn
this end, each member of 532nd MI Bn who S-6, who helped to create a communications plan
participated in the SCL retrieval completed which met the needs of the operation. He then
training in HAZMAT Familiarization/Safety in made sure that all communications equipment
Transportation. 2nd Lt. Timothy Walker of was installed correctly and functioning the day
HHSC, 532nd MI Bn, served as the OIC for the of the operation. Additionally, 2nd Lt. John Davis
SCL retrieval and verified that the load plan of A Company coordinated the movement of Staff
was in compliance with all pertinent safety Sgt. Jesse West and Pfc. Martin Moran, in order to
regulations. be in place to conduct the mission.
 The Dragon Flyer / 15

ALPHA
COMPANY

Alpha Company Soldiers – led by the KATUSAs – visiting the ROK National Assembly, photo with Korean Traditional dancers, and exploring Seoul. (Photo by 1sgt. Edgar Ruiz)

KATUSA Cultural Exchange

By: 2nd Lt. John J. Davis Jr, A CO 532nd MI Bn

KATUSAs (Korean Augmentees to the United States Army) of Alpha Company

532nd Military Intelligence Battalion are a vital part of Alpha Company’s personnel. In
addition to helping provide intercultural exchange to U.S. personnel, they assist in
manning the company headquarters. Functions within CBRN, the orderly room
(training), the supply office, and the supply services and logistics (SSL) section could not
be completed without their help. Recently, Alpha Company KATUSAs led their American
counterparts through the winding streets of Seoul on a cultural exchange trip. It was the
first day that the weather in Seoul had been comfortable in a long time. The chills of the
Korean winter in the weeks before had forced many people into fleece jackets and hoodies,
but the sun was peeking out from the clouds, and the jackets were either getting lighter or
becoming unnecessary.

During this trip, the members of the unit went to several venues throughout Seoul.
The day began with the KATUSAs showing their comrades how to utilize the subway and
bus systems before riding out into the bustle of the city. The first stop was the National
Assembly, where they saw the legislature of the South Korean government. Afterward,
they visited the Han River Park, where they met with competitive traditional Korean
dancers. They rode swan boats down the Han River before going to explore the city on
bicycles, closing out their excursion with lunch delivered right to their picnic blankets at
the Han River Park. The Alpha Company KATUSA excursion highlights the strong
Alliance and partnership that the KATUSAs share with their American counterparts.
Renegades! Black Horse!
 The Dragon Flyer / 16

BRAVO
COMPANY
IB
ncheon landing leadership development trip

y: 1st lt. Joseph Macchiaroli, B Co,

532ndMI Bn.

D
uring this year’s key resolve
pausex in march, bravo
company, 532nd Mi Bn and
augmentees from 368th MI Bn participated in
a Joint Leadership professional d e v e l o p m e n t
trip to the Incheon war memorial hall. The
memorial hall was built to commemorate the 368th MI Bn Augmentees pose for a group picture during their trip to Incheon. (Photo by 1st Lt. Joseph
Macchiaroll)
heroic landing of U.S. And ROK forces during
the Korean War in September 1950. During the it. The Incheon landing was this operation.”
tour, the group discussed how exactly ally forces

T
were able to pull the landing off; specifically, he group then came together to discuss and identify the key

how the operation’s leaders chose to go through considerations that the leaders of th e op eration faced d u rin g

with this risky operation despite great adversity, the planning phase of the operation. 1Lt Jesse Kinsell from 368th

executing one of the most successful landings in MI Bn remarked that “the initial plan was met with skepticism by the
history. other generals because Incheon’s natural and artificial defenses were

T
he trip started off with a brief history formidable. The approaches to Incheon were two restricted passages,

lesson of the Korean War by 1lt joseph which could be easily blocked by naval mines. Moreover, the current of

Macchiaroli, the current bravo company the channels was dangerously quick. Yet, in the end general MacArthur
felt that he could swiftly turn the tide of the war in his favor. He needed to
executive officer, 532nd MI Bn. “As Leaders we
break the morale of the enemy and cut off their forward forces and their
must understand, that at this point in the war
retreat. The execution of the Incheon landing enabled General MacArthur
the morale of the allied forces was extremely
to accomplish these goals fully.”
low, having faced defeat after defeat, set back

F
after set back, the north Korean offensive had ollowing the discussion at the memorial hall, the leaders walked
left the morale of the allied forces hanging by a through the museum examining photos taken during the landing,
thread. Had it not been for the successful defense as well as plans for the invasion. The group paused to examine
of the Busan perimeter, the North Korean the grand scale amphibious diorama of the landing, which allowed the
forces would have likely pushed all allied group the chance to understand the monumental scale and success of
f o r c e s o f f the peninsula. Morale is key, and the Incheon landing during the Korean War. Overall, the visit was a
this is exactly why General MacArthur needed an success and enabled 532nd MI Bn and 368th MI Bn leaders an increased
operation so successful that it would not only understanding of military strategy and Korean War history. Black horse!
restore morale to continue the war but also to win
 The Dragon Flyer / 17

MAINTENANCE

Pfc. Caleb Collins poses with the 532nd command team vehicles. (Photograph by CW2 Onugha C. Obinna)

Sustainment Hero 532nd MI Bn

PFC CALEB COLLINS, 91C

While serving as a Utilities Equipment Repair Specialist for HHSC, 532nd MI Bn, PFC Collins
volunteered to take on the arduous task of ensuring that the Battalion’s environmental program
were in keeping with the Brigade and the USAG Humphreys standard. As the HHSC’s primary En-
vironmental Quality Officer, he accounted for the usage, proper handling and effective disposal
of hazardous waste (HAZWASTE) materials. He also ensured that the unit was represented during
regular garrison environmental discussions and updates. PFC Collins additionally served as a criti-
cal force multiplier by cross training as a 91B and successfully qualified as the unit’s Fuel Handler
to cover a crucial manning shortfall. PFC Collins continues to efficiently perform as a 91C by main-
taining and servicing 6 DRASH systems for the battalion while providing invaluable assistance to
wheeled mechanics in completing their missions. PFC Collins selflessly dedicated himself to
the mission and to the enhanced readiness posture of HHSC, 532nd MI Bn in support of the
organization’s ability to “Fight Tonight.”
 The Dragon Flyer / 18

719TH MI
BATTALION

Collective Leadership Put to the Test

Written by Cpt. Grady Robbins, Commander, B Co, 719th MI Bn

Leadership manifests itself in various styles. In the Army, a leader is typically characterized as an individual guiding
their unit towards a common mission. However, Soldiers sometimes fail to recognize the value of collective leadership, and
that every individual in the Army, regardless of rank or position, is a leader. Collective leadership occurs when
individuals combine and synergize their efforts for the accomplishment the mission. Bravo Company, 719th MI Bn Soldiers
experienced a form of this collective style of leadership during the company’s most recent training event.
The Bravo Company “Blackhawks” put their collective leadership skills to the test during the company Commander’s
Priority Training Week culminating event on March 3, 2017 at Camp Casey’s Air Assault Leader’s Reaction Course. The intent for
the training was to test the company’s physical and mental resiliency while accomplishing the obstacles as a team. The event
further encompassed the testing and validation of Army Warrior Tasks and Battle Drills along with critical thinking challenges.
Instructors broke the Soldiers up into teams of four. Due to the company’s dispersion among 11 operational mis-
sion sections in a joint environment, Soldiers found themselves in teams that did not necessary reflect who they work with
on a daily basis. This enhanced their challenge to work collaboratively in preparing for and accomplishing the objective. As
the teams waited and watched their fellow Blackhawks initiate the course, the instructors encouraged them to strategize

A soldier from the 719th MI Bn demonstrates how to properly do the ‘Low Belly Crawl’. (Photo by Spc. Jordan S. Pryce)
Blackhawks don their CBRN masks in order to validate CBRN training between obstacles.
(Photo courtesy of 719th Military Intelligence Battalion)
The Blackhawks pose for a picture in front of the ‘Tough One’ to celebrate the course’s
completion. (Photo courtesy of 719th Military Intelligence Battalion)
The Dragon Flyer / 19
their approach to accomplish the obstacles as quickly and efficiently as
possible. Every Soldier came with different sets of skills and backgrounds.
Each team had a formal highest ranking leader. However, given their di-
versification of skillsets, they used collaborative thinking and leadership
to synchronize their strategy for accomplishing the objectives and tasks.
Upon execution of the course and working through the first
obstacles, the teams identified the strengths and weaknesses in their
strategies. Each team had an individual who could clearly accomplish the
obstacle without assistance. However, these team members quickly
recognized that their ability to complete the obstacle the fastest, meant
nothing without assisting their fellow team members. With the first few
obstacles being the hardest, they quickly adapted to a teamwork mind-
set as opposed to an individual approach. The obstacles and challenges
required the team members to synergize their collective thinking into de-
termining the best course of action to accomplish the obstacle as a unit.
Once the team had completed all obstacles and challenges, the
teams conducted an assessment of their collective efforts. There was an
embodied sense of unity among the members who had come together
from different backgrounds. They had just gone through a rigorous course
while being tested on their resiliency and mental capacity. The training
proved to be an effective event that brought together the company as
a unit to validate their skills not only as Soldiers but leaders as part of a
larger framework. No individual completed the course on their own. It
was through their combined efforts and collective leadership that they
were able to accomplish the mission as a team.
 The Dragon Flyer / 20
HEADQUARTERS
SERVICE
Leadership in the Changing Army
What makes you an effective leader
in your life and career? Throughout our
life we are told that you are a successful
leader if you make certain bench marks. As
a child on sports team you might be the
team captain. In high school you might be
your class president or must be in the “in
crowd” to be considered a leader. In the
Army we grow our leaders. It has always
been taught that we can learn from and be
led by the most junior of Soldiers. As I have
served more than 20 years in the Army I
have seen that become increasingly true.
We are a changing Army where many of
our young Soldiers are entering the service
with a very high level of education and
experience. So how do you as a leader let a
junior Soldier lead you? That is a question
that has plagued me for the longest time. I
finally realized that I look at our young
Soldiers for guidance as much as they look
to me for guidance.
We are in an organization that lets
our young Soldiers grow and develop into
our future leaders. Our leadership wants to
hear what the junior Soldier in the forma-
tion thinks. They know that they will get
the “real” answer there. I think LTC Davis,
719th MI BN CDR, said it best, “I want to hear
the solution with the problem and I want to
hear it from the lowest level”. Often times
that young Soldier is at the tip of the spear
and they not only see the problem first hand
but they know the best method as to how to
attack the problem.
HHSC, 719th MI B n r e c e n t l y u s e d
an innovative tactic in letting each platoon
& HEADQUARTERS
COMPANY
plan and execute a team building event. Why
is that so important? Sure the company lead-
ership could have told all of us that you will
do this event, but that is when we get into the
“mandatory fun” area. However, they used
the mindset of letting the junior leaders decide
what they wanted to do. The platoon activi-
ties ranged from going to the Community Ac-
tivity Center and the recently opened Warrior
Zone on Camp Humphreys, to playing Screen
Baseball in Pyeongtaek, to bowling at the Mus-
tang Bowling Center at Osan Air Base. By do-
ing this, HHSC was able to develop their junior
leaders on how to plan, coordinate and execute
a mission as well as have a great team building
event for the company.
So how do we change our leadership
styles and traits to change with the Army? We
as leaders at all level have to listen to the heart
beat of our organization. If you start seeing
your unit’s effectiveness decrease, then you
have to look at the underlying issue. Ask that
junior leader what they think is the problem
and how would they fix it. Listen to the Sol-
dier’s in your charge. They may know of a bet-
ter or faster way to execute the mission. At the
end of the day, they are the ones that make us
successful leaders and we must decide how we
will teach them to be successful leaders of our
future Army.

S C
A P L AIN
CH
How Courage Can Save a Life
Greetings Red Dragon soldiers, families and
friends. I am honored as your Brigade Chaplain and I
am humbled to be given the opportunity to serve you.
My wife, Susanna and I arrived in Korea last sum-
mer and we are very excited to be back here after 28
years. We are both Korean by heritage and the sig-
nificance of being back and serving the U.S. Army is
huge. Fifty Five thousand US military personal sacri-
ficed their lives for Korea including 13 chaplains dur-
ing the Korean War. Because of their sacrifices
and courage Korea has lived with freedom, life, and
even received the gospel.
During my thirteen and half years working in
the US Army as a chaplain, I have continued to see
sacrifice, death and loss in combat in Afghanistan
and Iraq, but the most heart breaking of all is the
loss we experience right here at home because
The Dragon Flyer / 21
N E R
OR
of suicide. Yes, suicide is a sensitive topic,
however I truly believe that it must be brought
out to the light. Every new season I am on high
alert for the safe-ty of our soldiers and families.
Let us together to promote health, to promote
suicide prevention. There are many good
programs for the well- being of our soldiers and
families. However, a suicidal person may not
ask for help, but that doesn’t mean that help
isn’t wanted. People who take their own lives
don’t truly want to die—they just want to stop
hurting. Not all wounds are visible. Suicide
prevention starts with recognizing the
warning signs and taking them seriously. If you
think a soldier, or friend or family member is
considering suicide, you might be afraid to
bring up the subject. But talking openly about
suicidal thoughts and feelings can save a life.
We can all work together help each other to
prevent tragedy especially during this holiday
season.
 The Dragon Flyer /
Col. Derrick S. Lee presents Taci Townsend with a Certificate of Appreciation for her volunteer work
with the Brigade’s FRG. (Photograph by SPC Jordan S. Pryce)
Explore what Korea has to offer by Jenniffer Corriea
According to the Korea Tourism
Organization, the Republic of Korea is a country
visited by more than ten million international
travelers every year making it the 20th most visited
country in the world, and the 6th most visited in Asia. It
is no surprise that South Korea’s Incheon International
Airport was name the 2016 best airport in the Asia
Pacific by Airport Service Quality (ASQ) Awards of the
Airport Council International (ACI). The Incheon
International Airport is often our first glimpse of
Korea and just like Korea, the airport has a ton of
stuff to do from a catching the latest movie at the
CGV to shopping at high end retailers.
Majority of our Soldiers and Families have a
limited time in Korea, often 1 year for an
unaccompanied Soldier and 2 years with
accompanying Families. To ensure that you make the
most of your time in Korea, do a little research and
make a ‘bucket list’ of the things you want to do and
see in Korea. The Korea Tourism Organization website
(www.visitkorea.or.kr) is a great place to start. Here
you w i l l f i n d a n d l e a r n a b o u t a n n u a l
f e s t i v a l s , concerts/events, and the latest Korea sales
for foreigners. It provides you with helpful information
and tips on using public transportation. A great
resource when looking for something to do in Korea.
22
FAMILY
READINESS
Also follow them on Facebook or Instagram for up-to-date
information on events.
If you are a foodie and discovering great food is
your thing, then look no further than the Seoul Michelin
Guide (https://guide.michelin.co.kr/en/). This year they
published the first edition of this famous guide in Korea.
There are also a few local food blogs and apps to follow in
the Pyeongtaek area (check out the SouthofSeoul app).
MangoPlate and TripAdvisor are helpful w h e n tra v el in g
and exploring Korea. You can also make your mark by
providing honest feedback in these apps. One of the ‘must
see’ this year is the 2018 Winter Olympics. They are
currently providing free tickets to the testing events that are
occurring right now and through the summer, at
www.hellopyeongchange.com for more information. The
summertime is filled with festivals and concerts. Often big
headliners come to tour in Korea. A few summertime
concerts/festival (typically 2-3 day event) are World DJ
Festival (13-14 May), Seoul Jazz Festival (May 27-28),
Rainbow Island Festival ( 3-4 J u n ), I n c h e o n P e n t a p o r t
Rock Festival ( Aug), S e o u l Soul Festival (16-27 Sep), and
much more. Check out www.ticket/interpark.com/Global
for more information. Lastly if you want to try an event but
are timid to do it by yourself, book a tour with the USO,
Leisure Travel, or ITT. You will be surrounded by like-
minded people and will make friends instantly!
Your tour in Korea is what you make of it! If you are bored,
it is by choice.
Go, explore, and create your Korea ‘bucket-list’ today!

BRIGADE JUDGE
ADVOCATE
Defining, Understanding, and Achieving
the Standards of Army Leadership
In the Army, we frequently hear good
leadership de-scribed as “effective” or “above bar.”
Conversely, individuals believed to be poor leaders
have been labelled as “intolerant,” or at worst, “toxic.”
Such terms, I believe, can be quite broad and often
open to interpretation. Fortunately, the Army does
provide objective standards of what constitutes a good
leader, and how to measure up to such standards. For
this quarter’s theme on leadership, I present these
quantitative factors to provide insight on what right
looks like, and how Soldiers may evaluate the leaders
above them, and notably, assess themselves as well.
These factors aptly apply to all Soldiers in leadership
positions, not just to commanders and first sergeants.
In Army doctrine, ADP 6-22 defines leadership
as “the process of influencing people by providing
purpose, direction, and motivation to accomplish the
mission and improve the organization.” Based on
information disseminated by the Army’s Office of the
Judge Advocate General (OTJAG), whether a leader
measures up to a particular standard depends on
objective evidence of specific actions taken, or failed to
be taken, by the individual. In essence, the focus is on
the leader’s words or deeds, not merely the state of
morale in the unit or subjective opinions about a
particular leadership style.
According to OTJAG, opinions about a
command’s cli-mate or the quality of an individual’s
style of leadership are inherently subjective and do not
always answer the critical question of how or whether
a leader complied with the standard. In other words,
Soldier morale and satisfaction are affected by
numerous factors, many of which are beyond the
leader’s control, e.g., mission, deployment, operational
tempo, family separation, personal and financial
problems, etc. The key question is, what did the leader
do or fail to do to meet the standard? There is a
The Dragon Flyer / 23
difference, for example, between a unit that has low morale be-
cause of an extended deployment and a unit that has low
morale because the leader routinely ridicules subordinates and
berates them with profanity. You will notice the Army places
ethics at the top of this standards list. So long as a leader
practices the ethical values of fair-ness, caring, and respect, all
following standards will likely be met. Put it another way, ethical
leadership builds cohesive and discipline units that accomplishes
mission honorably; such leadership unencumbered by self-
interest acts quickly and decisively under pressure, and so on.
The Joint Ethics Regulation describes “fairness” as
open mindedness and impartiality; “caring” as compassion,
courtesy, and kindness to ensure that individuals are not
mistreated solely as a means to an end; and “respect” as the
requirement to treat people with dignity. Per OTJAG, “the
absence of these ethical values can lead to one of the worst
manifestations of an unhealthy command climate - the toxic
leader.” By disregarding fairness, caring, and respect, such
leader “abandons loyalty to Soldiers, the Army, and the nation,
and replaces it with loyalty to self.” While short term results
may be achieved where followers solely “respond to the
positional power of their leader,” the long term negative ef-
fects is the dramatic loss of the unit’s will, initiative, and morale.
Hence, the above standards culminates into an
individual who will always see the interest of the organization’s
future first. How he/she upholds that interest can be assessed
through the person’s specific words and deeds, and measured
against the standards laid out in AR 600-100. Now that you are
know the standards of good Army leadership, you are better
equipped to understand what right looks like. You are also
better aware of how those who lead should behave, and
perhaps more importantly, you are better able to assess
yourselves as good leaders.
The Dragon Flyer / 24

THROU
TH
BRIG
 The Dragon Flyer / 25

GHOUT
E
ADE
The Dragon Flyer / 26
 The Dragon Flyer / 27

“ …
Protecting our People… ...Protects our Mission.”

Please don’t refuse to report sexual

misconduct, due to fear of what may
happen. If you don’t feel comfortable
discussing a situation within the unit, please
Mr. Harry Whipple
feel free to talk with the Brigade SHARP
Brigade SHARP Response
representatives. Mr. Whipple at USAG
Coordinator
Humphreys, 754-3454 or 010-6450-2359.
SSG Rhodes at USAG, Yongsan 722-0837 or
0103311-6138

Sexual slurs, or to tell sexual jokes,

or to speak or act in a sexual manner that
makes others feel uncomfortable.
In units where sexual harassment is
SFC Brandon Rhodes acceptable, s o m e b e c o m e e m b o l d
Brigade SHARP e n e d to t a k e sexual violence to the next
Victim Advocate level, and as the result, Soldiers are
victimized and suffer life-long trauma.
Army leadership has declared Victims of sexual violence become
zero tolerance for sexual violence; afraid to report what happened because
however, sexual assault remains th e they want to protect their security
most common crime on U.S. military clearance. Soldiers may fear that
bases worldwide. This trend is highest collateral misconduct, such as underage
in the Republic of Korea, w h e r e drinking or curfew violations, would be
Soldiers, both male and female, are reported as derogatory information, and
twice as likely to be sexually assaulted as place their security clearance in danger.
any place else in the military.
The major reason for this high

“
trend is that sexual harassment i s socially
Some wounds are hard
acceptable in our units. Other Soldiers
think that i t i s a mu s i n g or fun to use of

t
o see on the outside.”
 501st Military Intelligence Brigade

More information:
www.8tharmy.korea.army.mil/501MI
www.facebook.com/501st-Military-Intelligence-Brigade