As I walked around the National Mall last weekend, the troops of the D.C. National Guard stood out, boredom and physical discomfort in 90-degree temperatures visible on their faces. Called out for a “crime emergency” yet deployed to one of the safest places in Washington, D.C., the soldiers could not help but think their orders a waste of time.
No argument to the contrary has been offered by senior military leaders, who have maintained a deafening silence about the extraordinary mission in the nation’s capital. The chairman of the Joint Chiefs of Staff, other members of the joint chiefs, and the commander of U.S. Northern Command have declined to publicly comment, much less offer guidance to troops about their conduct in domestic operations. And to judge by Friday’s press conference by Pentagon spokeswoman Kingsley Wilson, many crucial questions about roles and missions remain unanswered, even inside the military, including the National Guard.
The confusion about these assignments and the absence of commanders’ guidance for those in uniform could escalate unnecessarily into major problems, even confrontations, if not addressed. To prevent this, here are some things that troops need to hear.
First, each one of you in a military uniform should know who your boss is. When the military provides assistance to federal, state, and local authorities, it is critical to hammer out “who’s in charge” immediately. The chain of command must be clearly stated from the start of the mission lest chaos arise at the worst possible time. To verify you know who your boss is, restate it to the officers and senior noncommissioned officers in your unit and ask them to confirm or clarify it.
Second, know what missions you are trained for, and which ones you are not. Keep an electronic copy of your training record with you. No military service should send its members to do any mission without training them first. If you do not have the training for law-enforcement missions, for example, ask your chain of command to ensure you receive it, and note when you made the request.
Third, remember that the civilians around you are your equals. They are neither better nor worse than you, and they are certainly not your enemy. They deserve respect; you deserve the same in return. Respect among all is especially important if you are ordered to carry weapons. The mere presence of weapons can be unnerving. By showing due consideration for nearby civilians, you can minimize fear they might feel.
Fourth, have a purpose when you are ordered out among the civilian population. If your unit has a static position, as the troops did down by the Lincoln Memorial, and your mission boils down to presence, then create a purpose. As I walked among the crowds last weekend, it struck me that if the unit leader had set up a small table that encouraged people to ask questions, a conversation could have started between the tourists and the soldiers. Visitors could have asked questions about the equipment, about serving in the Guard, etc. That small gesture alone would have made the scene a little less odd and uncomfortable.
Fifth, if you are in doubt about what’s going on, and your chain of command is uncertain as well, seek legal advice from your unit Judge Advocate. Remember that they are available to help you with matters such as complicated rules of engagement. Ideally, answers to most of your questions will have been worked out before you deploy. Note the time and date of your request.
Sixth, chronicle your mission each step of the way. Keep a journal with all your notes in one place, whether on your phone, in an app, or in a notebook. Your notes should include who is in your chain of command and who confirmed that for you; what training you requested and what training you received; and what issues arose and how they were addressed. At a minimum, these notes will come in handy as you mentor future generations. If any problems arise, these notes could be a valuable source of information for you and your unit when addressing those issues.
Finally, take the time to familiarize yourself with some of the more controversial domestic missions in our nation’s history. For example, you could look at the 1970 Kent State shootings, the 1992 Los Angeles riots, and the Hurricane Katrina response in 2005. Looking at some of these historical events could help you think through how you might have responded in these unusual and difficult circumstances. Ideally, the military’s role in domestic responses brings relief to those it deployed to help. At a minimum, a military response should do no harm.
Bottom line: you know your chain of command would hold you accountable if anything went wrong. Make sure you have the wherewithal to hold it accountable as well. You have every right to expect a clear mission, an unambiguous chain of command, appropriate and current training for that mission, and good leaders. Such leaders should welcome you taking all the actions above.
Paula Thornhill is a retired U.S. Air Force brigadier general and a professor at Johns Hopkins University’s School of Advanced International Studies.
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