When I was still a cadet, our tactical officers and
instructors in various military subjects would often tell us that the best part
of being a military officer is commanding your own company. I still recall most
of them said that if there is one part in their career which they would like to
go back to or ‘re-do’, it would be their years as company commander. Back then,
those statements (or sentiments) did not mean much to me nor to my other
classmates. Little did we know that after almost ten years, majority of the
army guys would have the same musings.
When I graduated in 2006, I was immediately assigned with
11th Infantry Battalion of the 3rd Infantry Division. Back then, the battalion was stationed in La
Carlota City, Negros Occidental covering the central to northern portion of the
province. Another battalion, 61st IB covered the southwest portion.
Both were then under the 303rd Brigade.
I was designated as Platoon Leader of the Scout Platoon and
at the same time the Assistant S3. After almost a year of non-stop security operations, I was made the Executive Officer and Platoon Leader of Charlie
Company. Thereafter, I was designated as Civil- Military Operations of the
Battalion.
After finishing my Infantry Officer Basic Course (IOBC) in
2010, I was designated as Battalion Operations Officer (S3) for one and a half
years. Prior to that, I re- assumed as S7 in 2009 after spending almost six
months recovering from gunshot wounds I sustained late in 2008.
In December 2, 2011, the
Commander of the 11th IB then installed me as Commanding Officer of
Charlie Company. I was actually the last among my classmates to assume as a
company commander as I had to finish my stint as S3 first. Our BatCom felt
I was ripe and ready for the position when he finally released me to command
the unit which, during that time, was the farthest from the battalion’s main
headquarters. Both Alfa and Bravo Company were in Negros Oriental while Charlie
was the only 11th IB unit in Negros Occidental and essentially, 302nd
Brigade’s lone force in the province. 11th IB was placed under the
operational control of 302nd Brigade since 2009. He said
he needed a solid leader to take charge of the company considering its
disposition. Suffice it to say, I felt proud that my battalion commander entrusted
me with such a responsibility but I knew that my journey was just about to
begin, again.
A journey begins, again
Our BatCom presided the turn- over of
command. I became a Company Commander at a time when the AFP has just made a
paradigm shift to “Win the Peace” instead of just defeating the enemy through
the Internal Peace and Security Plan (IPSP) “Bayanihan”. 11th IB was
of course at the forefront of its implementation in our Area of Operations.
Interpretations were as diverse as you could imagine but I could say that
somehow, our battalion understood well what it was and how to do it. He worked hard in cascading the plan to us.
I replaced a very capable officer, a true-blooded warrior
and battalion ‘scorer’ hence pressure and challenge never meant so much to me
before as it did during the ceremony. Although I was very confident that I have
prepared for it for five years, I knew there were lots of uncertainties and all
eyes were on me. Expectations were high-both from my fellow officers and men
whom I have worked with during my years as platoon leader, Ex-O and Battalion
Staff. I was grateful for the ceremony which in essence, started the ball
rolling for me.
Below is an excerpt from my Assumption Speech.
Let me start by thanking and praising the God Almighty, the one and only true leader of heaven and earth, for bringing us all together this morning. May I also thank our commander for entrusting me with this once in a lifetime opportunity of leading a company of noble and gallant soldiers. Sir, my deepest gratitude to you for molding me into a better officer and a better soldier… The last 18 months that I spent as your operations officer were among the most fruitful months that I spent in this unit. With the training and preparation that you have subjected me to, I am now more confident that I would be able to lead this company well. My gratitude also goes to our Bn Ex- O and the battalion staff, and all officers and men of this unit for the knowledge, experience, wisdom, camaraderie and friendship that you have shared with me through the years. It shall guide me in steering the wheel for the 95 strong men of Charlie Coy.
To my predecessor, thank you for entrusting me with your men. I personally admire your commitment and dedication to soldiery, and your love for Charlie Coy. Your contribution to our peace and development efforts surely reverberates not only in 11th IB but in the entire 3ID.
To the officers and men of Charlie Company, thank you for your warm reception. This is actually a homecoming for me, having been the Coy Ex-O in 2007. Now that I’m back as your new Commander, we shall work together for the accomplishment of our mission-to help in winning the peace and the establishment of an environment conducive to economic development in this part of the province.
My Vision for Charlie Company is this: “Charlie Company, 11th IB is a highly respected and capable unit built and sustained by highly disciplined, well- trained, adequately- equipped and exceptionally motivated Lapu- Lapu Troopers”.
We shall be the battalion’s frontrunners in MISSION ACCOMPLISHMENT through our concerted, well- planned and well- directed actions. And while the members of Charlie Company toil and put their lives on the frontlines of the battlefield, we shall see to it that MORALE AND WELFARE is not forsaken. We shall put primacy on the welfare of our soldiers and their respective families. We shall maintain our focus because I believe that a distracted soldier is a dead soldier.
In accomplishing our mission, we shall also continue ENHANCING OUR CAPABILITIES as a unit through collective and individual trainings, proper equipage and deliberate manning system. As they say, the right man shall have the right job. We shall be the exemplars of discipline and dedication not only in the 11th IB but in the entire division.
Ipagpapatuloy natin ang ating paninilbihan sa bayan ayon sa IPSP BAYANIHAN . Hihimukin natin ang ating mga stakeholders lalo na dito sa Himmaylan City na makiisa sa mga programang pangkapayapaan at pangkaunlaran sa pamamagitan ng tapat na paglilingkod. Magkaisa tayong ituloy ang presure-both military and social, laban sa NPA at kanilang mga kaalyado. Itataguyod natin ang inyong mga nasimulan. Papatatagin natin ang pundasyon ng ating yunit alinsunod sa Rule of Law at pagkilala at pag-galang sa karapatang pantao at International Humanitarian law. Higit sa lahat,tatahakin natin ang matuwid na landas bilang isang magiting na kawal pilipino batay sa Lapu- Lapu Pledge of Discipline. Alam kong kaisa ko kayo sa Adhikain ni Lapu- Lapu kung kaya’t buong pakumbaba kong hinihiling ang inyong taos- pusong suporta at kooperasyon. Sama- sama nating harapin ang mga hamon ng kasalukuyang panahon at ng bukas na darating.”
A journey goes on: leading from the
frontlines, in times of “Bayanihan”
My stint was perhaps a hair stand
or a breath short of people’s expectations. I did not have the same ‘explosive’
experience like when I was a platoon leader. There were no decisive encounters-
no lawless elements killed. The M16s and M14s were more elusive than a summer’s
rain. However, while we fell short in
terms of these classic parameters ,
we compensated in so many other aspects as I would describe in one of my
reports (I regularly furnished the LGU with situation reports with the approval
of the battalion) to the Local
Government Unit as follows:
Last December 13, 2012 at around 8 in the morning, we figured in an armed encounter against lawless elements belonging to the New Peoples Army or NPA. We were able to overrun their encampment at Sitio Hiniwaan, Brgy San Agustin, Isabela and captured a number of people believed to be members of the said armed group. Unfortunately, two of our soldiers (from a different company) died in the line of fire, offering the supreme sacrifice in the pursuit of peace. Four others were wounded including my executive officer. Fortunately for us in Charlie Company, no one was injured.
In Himamaylan, except for the indiscriminate firing against our detachment in Brgy Mahalang sometime in July, there have been no NPA- related violent incidents such as killings, burning of sugarcane plantations, trucks and other farm equipment. Thanks to the sincere cooperation of the people, WE WERE ABLE TO PREEMPT SUCH KIND OF HOSTILITIES IN OUR CITY.
Since my assumption as commander of the Charlie Company of the 11th IB, the unit has re- established strong partnership with the local government unit along with a number of government agencies particularly the Department of Education and the Department of Social Welfare and Development. This partnership has so far resulted into a number of high- impact projects and programs that benefited the populace.
One of the programs launched by the company is dubbed “Philippine Army at Dep Ed: Bayanihan para sa Kinabukasan ng mga Kabataan”. Under this program, peace advocacy symposiums were held and were attended by 1, 200 teachers from the municipalities of Isabela and Binalbagan, and City of Himamaylan. The unit also actively participated in various school- based activities such as Brigada Eskwela and clean- up drives, Nutrition Month, Buwan ng Wika, graduation exercises among others. In line with its advocacy to promote education as the key to a brighter future, and as the first line of defense against insurgency, the company has initiated the “Bayanihan para sa Kinabukasan ng mga Kabataan: Lakbay- aral para sa Karunungan” which was participated in by 69 pupils from two mountain schools in Himamaylan City. With the help of the Barangay Council, LGU, DSWD. DEPED, ABS– CBN Bantay– Bata 163 Foundation and other concerned individuals, the participants toured Bacolod City for one day. The said activity, having been initiated by the army is considered as the first of its kind in the province.
Meanwhile, the company has also launched a “Tsinelas- for- a– Cause Project”- a campaign to raise 10, 000 pairs of slippers for poor children in the mountain schools. Educational materials such as books, notebooks, pens and paper are also being gathered by the company. To date, our soldiers have given away over 6, 000 pairs of slippers and educational materials in various mountain schools. Lately, private individuals from Cebu City have picked- up the project in a social networking site and has launched a complementary program to the tsinelas drive.
The unit’s feeding program has so far catered to about 6,000 poorly nourished children. It has also tapped the private sector as partners in the project.
Last August 2012, the company facilitated the donation of educational package composed of a television set, desktop computer, and books to Mapulang Duta Elementary School from the ABS– CBN Bantay– Bata 163 Foundation.
As part of its Securing the Youth Program, the company has organized two Youth Leadership Summits in Himamaylan City- one last May, and another last October 12-14, 2012 together with the LGU and DSWD. These summits were participated in by out- of- school youth, students and youth leaders.
Last September, the company spearheaded the celebration of the National Peace Consciousness Month in the 5th District of Negros Occidental with a series of activities such as the “Bayanihan sa Himamaylan: Musika para sa Kapayapaan” Concert- for– Peace; Mass- for– Peace, Peace Torch Relay and Candle– Lighting for Peace among others. A benefit dance was also initiated by the company to raise funds for the procurement of educational materials for poor school children.
In support of the LGU’s campaign to uplift the economic condition of its constituents, this unit also initiated a Livelihood Training Program on Cosmetology, and Animal Dispersal Program together with the LGU, Provincial Veterinary Office, and Mosser Environment Corporation.
In essence, those activities that I have mentioned are nothing compared to what the LGU’s have been doing to make the lives of the people better. I know for a fact that all of you here are doing your best, contributing your efforts, even your personal time and resources in the interest of public service. As your fellow public servants, we understand your sacrifices too. Hence I encourage you, to continue giving and doing your best because the people deserve nothing but the best from us.
A journey ends: Lessons Learned on
the Principles of Leadership
On June 2,
2013, I relinquished the reign of the company to its new commander in a similar
turn- over ceremony when I assumed its command. Time indeed flies so fast. The
18 months I have spent as CO seemed like a fleeting moment. It was gone before
I even knew it. The night before my turn- over, I was still working as if it
was an ordinary day. I had mixed feelings- both happy and sad. I was happy that
my stint was finally over (among many other things), and at the same time I was
sad because I would be leaving a lot of people- officers and men and their
families whom I have ate with, worked with, played with and most of all served
with. I have gotten so close with them
that they seemed like brothers and families to me. But as they say, nothing
lasts forever and something’s got to give. I left with a heavy heart but at the
same time a heart filled with good memories- of hardworking, dedicated and
patriotic soldiers; of supportive and loving families; and of a diverse yet common
people- our stakeholders. As I packed my things for my next post, I also packed
a lot of lessons learned, some of them I learned the hard way.
Know Yourself and Seek Self-Improvement.
As a commander, I prepared myself for the
job- physically, mentally, morally and spiritually. Although no amount of
preparation will ever suffice, still, it pays to prepare accordingly. Company
Leadership is not to be taken lightly because you will be entrusted to manage
government’s resources including human resources. Lives of people will be
placed in your hands therefore you must have a strong foundation to lead them
in and out of the battlefield. Leaders must always remember that families-
sons, daughters, brothers, sisters, wives and parents are waitin for their loved
ones to go back home- ALIVE.
Be Technically and Tactically Proficient.
Genius- whether skills or knowledge, has no race. It has no monopoly.
Everyone has his or her own talents and skills. However, a commander must be
the best in what he does- leading men. He must be able to recognize talent or
potential from among the people he leads. When I was CO, I didn’t hesitate to
ask the opinion of my soldiers especially NCOs when it comes to issues or
concerns which I am not an expert in such as vehicles, signal communications,
explosives and others. What is important is that I don’t pretend to know things
I really am not an authority or expert in. Leaders are supposed to be managers
and that includes managing the people’s talents.
sSeek Responsibility and take Responsibility for your
Actions.
My company was once
implicated in a violent altercation between two families/ groups over land
issues. Although, no one was hurt from both sides and from ours, I was prepared
to accept responsibility if ever the result wasn’t the same. In PMA, our
seniors would often tell us “huwag
matakot malasin” (don’t be afraid of any misfortune or punishment) as a
result of your actions. What is important is you made a call when a decision
was needed most. If any of my men misbehaved (which rarely happened because of
our strict implementation of policies), I faced my commander (or any authority)
and took responsibility for it.
Make Sound and Timely Decisions.
It is quite easy to
make decisions. What make decisions complicated and hard take are timeliness
and soundness considerations. As they say, a bad decision is better than a no
decision at all. I agree but as officers, we can make sound and time decisions
by constantly weighing our options. We can always take the counsel of knowledgeable
persons around us to help us in our decision- making process. War-gaming is
very important but it must be done during our lull times.
Set the Example.
The simplest yet most difficult principle to
adhere to is setting the example. When I train my men, I adopt the teach me-
show me- involve me methodology. I found it very effective in training soldiers
especially the new ones. I tried to be an epitome of a snappy soldier in terms
of demeanor, bearing, courage and competence. I showed them how to deal with
stakeholders professionally and how to gain the trust and confidence of people
they used to treat as adversaries or enemies. In the end, we made a lot of
partners in our peace and development efforts.
Know Your Soldiers and Look Into Their Well-Being.
Trivial as it may
sound but as a CO, I knew important details about every soldier in the unit-
their first names, birthdays, name of spouses, children and even parents. This
is one way showing them that they are valued and recognized as an important part
of the unit. I personally greeted them on their birthdays or if not thru other
means of communication. I did not hesitate to send them to trainings or career
courses. Two of my men actually graduated Number 1 in their respective career
courses. Among many other morale and welfare activities such as outings and
socials, the company arranged for the wedding, baptism and other religious and
sacramental services for those who wanted to avail of it.
Keep your Subordinates Informed.
Aside from the
financial status of the company, I kept my men informed about the current
issues and concerns thrusts and programs of the AFP and the government,
benefits and services and even new laws, regulations or policies emanating from
higher authorities. Financial records were always open for the perusal of every
soldier. Personal monetary contributions were minimized unless it was them who
arranged or called for it. Operations were thoroughly explained to them
especially to the unit leaders. Except for sensitive information which needed
maximum discretion, all soldiers knew what we were doing and why we were doing
it.
Develop a Sense of Responsibility in Your Subordinates.
Seniors get the
privileges befitting of their ranks. However, they also got the bigger slice of
the pie when it comes to duties and responsibilities. They also got the ‘lion’s
share’ of punishments since higher rank means higher expectations and bigger
responsibilities. However, I never administer punishments meant to disgrace men
in front of others especially among senior NCOs. I was, as they say, generous
with praises but prudent with criticisms.
Ensure that the Task is Understood, Supervised, and Accomplished.
Most of our soldiers do not have fancy
college diplomas but it doesn’t mean they are less capable or competent in what
they do. To compensate for gaps due language and intellectual barriers, I
simplified tasks and duties, including those specified in directives, policies,
regulations and the like. I translated tactics, techniques and procedures so
that the least among them would be able to understand and translate my guidance
into action. I take note of every task I give them to give them the impression
that I would always expect compliance.
Build the Team.
One of the first
things I did when I assumed as CO was to formulate and communicate the vision
and mission with the company. Although I already had a vision and mission in
mind, I needed to ensure that the unit would understand and explain them in
their own language. I initiated a team- building activity which resulted to,
among many others, permanently naming the company according to what they value
or believe in. Whenever I notice that there were signs of falling out among the
squad members, I would call the attention of the platoon leader and/ or unit
leaders to iron out differences thru team- building activities like squad runs,
ruck-sack marches, friendly games and others. We also involve their families
during our light moments to encourage support and promote pride among them.
Employ the Unit in Accordance with its Capabilities.
This
can only be done if you know the strengths and weakness of your men and the
entire unit. A leader must know how to
deal with threats, challenges and opportunities whenever they appear. As CO, I
knew which squad or team to employ in a particular activity or operation. I
also knew who among my men would be able to do exactly what I intended to do. I
constantly looked at my options in terms of maneuver, firepower, protection and
most importantly leadership. Again, the counsel or opinions of senior NCOs
should never be discounted or taken for granted in this principle of
leadership.
