Courtesy Photo | Maj. Gen. Peter S. Lennon, and his wife, Elaine, in front of the World War I Victory...... read more read more
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FORT BRAGG, N.C. – In 1977, Maj. Gen. Peter S. Lennon commissioned as a Transportation Corps lieutenant after graduating from Bucknell University in Lewisburg, Pennsylvania.
Fast-forward nearly 40 years: Lennon ends his service to the nation at the U.S. Army Reserve Command headquarters at Fort Bragg as the deputy commanding general for support.
Lennon served in variety of positions and command assignments as he rose through the ranks. Additionally, he served as a federal civilian with the Surface Deployment Distribution Command, Newport News, Virginia, retiring as the deputy director of the Transportation Engineering Agency.
He arrived at USARC in October 2014 after previously serving as commander of the 377th Theater Sustainment Command in Belle Chasse, Louisiana.
During Lennon’s tenure, the U.S. Army Reserve reached two significant milestones – revamping collective training and implementing the “Ready Force” concept.
“I think collective training has improved dramatically over the last two to three years, due to a more structured preparatory process. Thanks to an amazing team effort, we are now at a point where nearly every unit across the U.S. Army Reserve has a disciplined, 18-month “Road-to-War” template to follow,” Lennon said.
“That template provides a clear set of tasks that must be accomplished before a unit’s arrival at the training site. The early designation of a 'Senior Trainer' and a clear chain of command responsible for the training audience has also helped. This chain is tasked with providing guidance and oversight throughout the preparation phase, ensuring that critical events such as equipment inventories and COMEX’s are performed to standard. The overall result is more realistic and rewarding training at all levels. Successful preparation for a training event is the result of sound planning and leadership: It too should be viewed as a training opportunity.
“Second is a more recent accomplishment and is still maturing. That’s the incorporation of the 'Ready Force' concept into the overall USAR Readiness Construct. Now, in addition to planning for a potential deployment three years into the future as called out on the ARFORGEN 'patch chart,' a 'Ready Force' unit must prepare to deploy and execute their mission on much shorter notice. This change in thinking and 'culture' will influence both operational force units and their relationship with training and support units across the U.S. Army Reserve. The Ready Force Concept provides a clear and more realistic meaning to the term ‘Operational Reserve,’” he said.
“I also gained a better appreciation for the need for readiness at the individual, team, and unit level. Our 'readiness' had been put to the test like no time in generations. As we face an uncertain and threatening world that is in many ways similar to when I joined the Army in 1977, our readiness is being put to the test. We must be ready as individuals and units for any eventuality and readiness must always be at the center of our U.S. Army Reserve culture.”
During his 40 years of service, Lennon said his most challenging and rewarding assignment occurred in 2003-2004 while serving in Iraq leading a team with the United Nation’s Oil-for-Food Program. Lennon said the program provided food and other essential items for nearly half of the 25 million citizens of Iraq.
“This was a challenge because neither I, nor any of the Army, interagency or coalition members who joined my team had ever done anything like this before – certainly not in a combat zone. It definitely wasn’t what I thought I’d be doing when I boarded the plane for Baghdad!” he said.
“We built a diverse and talented team based on respect and accountability and that team worked tirelessly. We learned as a team and within a few weeks, young Iraqis and coalition members who had never used a computer were planning and executing sophisticated logistics in support of the human needs of the Sunni, Shia, and Kurdish sectors of Iraq.”
Lennon said the events of 9/11 had a significant impact on his career and changed the way he looked at Soldiers and their Families.
“Even though my unit was mobilized largely in CONUS (after 9/11), those 18-hour days left no doubt that we were “An Army at War.” It was a physically and emotionally draining time with no days off or weekends for months,” he said.
“It was then that I grew to truly appreciate the dedication and commitment of our men and women and their Families, many left behind on almost no notice. The Army Values and the Warrior Ethos became more than words on an evaluation.
Lennon said he hopes he lived and exemplified the Army Values and Warrior Ethos, serving as a role model – in the units he served and his own life.
Part of that life is his wife, Elaine, who he met 14 years ago. He said she didn’t know that much about the military, but knew that it was important. But over the years, he said she learned and embraced military life while helping him to keep his own life in balance.
“She has gained an appreciation for the talent and professionalism of our men and women and the sacrifices made by their Families – whether it be long nights, weekend absences due to a battle assembly, extended time away for a school, or a deployment to a hostile environment,” he said.
He praised her and Karen Conboy, wife of Maj. Gen. David Conboy, the USARC deputy commanding general for operations, for being an active voice for the U.S. Army Reserve.
“(She) educated the active spouses on Fort Bragg and communities across the country about the unique talents and challenges of our Soldiers and their Families,” he said.
“At the individual level, the interest and concern she shares with our Family members is noteworthy – she tells me some inspiring and heart-touching stories. She never leaves a unit send-off, homecoming or Family Day event without making a 'new best friend!'” he added.
“On a personal level, she also has tried to keep me balanced. She’s always preaching (with limited success...) about the 'performance triad' of sleep, eating right, and exercise. We both learned a long time ago that whether you’re in a TPU or full-time status, you couldn’t possibly stretch yourself thin enough to do everything. So you have to sit down together, plot out what’s critical, and prioritize the needs of your job(s), your Family, and the physical, mental, and spiritual needs of yourselves as a leadership team.”
Over the years, Lennon has watched the U.S. Army Reserve transition from the traditional reserve role, to the operational reserve, and now into a combat-capable and ready force for the future.
He believes the way to be successful with readiness is to periodically re-assess the metrics. Lennon said these metrics should help commanders, leaders, and Soldiers at all levels focus their limited time in a way that produces the most return on investment in readiness.
“We also need to continue to emphasize a culture of ‘readiness accountability’ at the individual Soldier and first-line leader level,” he said.
“With regard to personnel strength, we must ‘take a more in-depth look’ at our numbers to ensure we have the right Soldiers, with the right qualifications and right training in the right positions on our unit manning rosters. This will likely take some changes in policy, and perhaps some restructuring of incentive programs, at the U.S. Army Reserve level. It will also require our chains of command to be more pro-active in their manpower management and cross-unit coordination,” he said.
When asked what advice he would give to any young Soldier, Lennon said, “Be proud of serving. No matter what your rank, be very proud of your service, and the role you play as a member of your unit and the Profession of Arms,” Lennon said.
“Commit yourself to the ‘calling of service’ and take advantage of training and assignment opportunities that will allow you to grow in your ability to contribute as a Soldier and as a citizen.
“Whether you’re a TPU or wear the uniform full time, you are an example of professionalism both to your unit and to the American people. Do the right thing even when you think no one’s looking.
“Finally, I share a slightly modified corollary to the Warrior Ethos – ‘Never leave a FALLING comrade.’ By that, I mean, by recognizing and taking action to correct inappropriate, risky, or destructive behavior, you can keep yourself (and your unit) professional and avoid a ‘fall.’”
In a November 2016 exit interview with the USARC Historian’s Office, Lennon said, “I am very proud to have had the opportunity to do this for almost 40 years,” he said. “To have had the opportunity to influence history.”
He said he frequently reminds Soldiers, especially young Soldiers, they are part of history.
“Every one of you has a chance to make a change and be part of history,” he said. “Twenty years from now, you’re going to read a history book and you’re going to say, ‘Wait a minute. I was there or I was part of that.’
“It’s a remarkable bunch of young men and women and we owe it to them to never forget at the end of the line there is an 18-year-old or 19-year-old that’s looking for something.”
| Date Taken: | 05.03.2017 |
| Date Posted: | 05.03.2017 11:37 |
| Story ID: | 232403 |
| Location: | FORT BRAGG, NORTH CAROLINA, US |
| Web Views: | 840 |
| Downloads: | 2 |
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