On being an engineer: reflections from the Chief of Engineers

Engineer: The Professional Bulletin for Army Engineers, Jan-March, 2004 by Robert B. Flowers

I was asked to write an article, a "heart-to-heart chat over a cup of coffee" to discuss what I consider important to pass on to Army engineers before I retire this summer. It's my pleasure to do so.

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In a few months, I'll hand over Douglas MacArthur's castles to the 51st Chief of Engineers and say farewell to the Army. After he retired, General MacArthur wanted an engineer to wear his castles, and as a result, every Chief of Engineers has had that unique privilege. For me it was not only an honor, it was a continual reminder that Army engineers are part of a long and proud history of service.

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When I was commissioned from the Virginia Military Institute almost 35 years ago, my intent was to complete my initial service commitment and then become a civilian. But after about six months, I knew soldiering was what I wanted to do, and I never looked back.

Much has changed since I began serving in the conscript Army. Today's all-volunteer force has improved training and education, and constantly evolving technology has allowed the Regiment to render more efficient and effective service. Our progress in building field force engineering capability is a prime example.

What hasn't changed is that engineers take on the tough tasks and always answer the nation's call. From my view, I see your great work every day, and it never fails to put a lump in my throat. I'm enormously proud of the entire Regiment--active duty, National Guard, Reserve, and civilians. The Regiment's soldiers and civilians are serving around the world, often in dangerous conditions. What is being accomplished in Iraq and Afghanistan is remarkable; there is no doubt that engineers are making a tremendous difference.

I will retire knowing the nation is in good hands. But before I go, I want to leave you with some parting thoughts.

Selfless Service

I'm often asked about what it takes to be a great engineer. The key is to be totally selfless and to be willing to do whatever it takes to make the team successful. As a platoon leader, I witnessed that type of selfless behavior. In 1970, when our platoon was bridging a frozen river--the Danube--in Germany, the bridge pontoon exploded. Many were injured, including the platoon sergeant, Sergeant First Class Jose Camacho. Although he was seriously injured, he refused to be taken away until all the other injured soldiers were taken care of and until after he had issued instructions to squad leaders to complete the day's missions. His behavior that day demonstrated his totally selfless nature.

Right now, hundreds of U.S. Army Corps of Engineers civilians are working in Iraq, and they volunteered knowing that conditions remain dangerous. In October, Sacramento District employee Ghassem Khosrownia was injured during an attack on his convoy near Baghdad. He was undaunted, however. He said he wanted to return to Iraq and finish his important work. That type of selfless service is common in our civilian employees.

Our combat engineers are a testament to selfless service. Just one example is Bravo Company, 11th Battalion, 3d Infantry Division. The unit has suffered many losses, including Sergeant First Class Paul Smith, who valiantly fought off an assault at the Baghdad airport. He went through 400 rounds of ammunition before he was killed. His determination, bravery, and selfless service saved many lives that day.

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Often, selfless service is a family trait. Fellow engineers Command Sergeant Major Ioakimo Falaniko and his son, Private Jonathan Falaniko, deployed to Iraq with the 1st Armored Division. Less than one month after Private Falaniko arrived, he was killed in combat. Command Sergeant Major Falaniko said his son was proud to be a soldier and proud to serve his nation and that he understood the danger of answering the nation's call. After he buried his son at Arlington National Cemetery, Command Sergeant Major Falaniko said, "I will finish this fight," and returned to Iraq. That is true selfless service.

Those few examples demonstrate the type of engineer we have in today's Army. There are many other stories of bravery and selfless service--and that is why our Regiment is so strong.

Leadership

I've also been asked how to become a successful leader. One of the greatest lessons I've learned is that good leaders aren't born, they are developed--something the Army does very well. Soldiers today are in the nation's finest leadership development program. Wherever I've served--on the fields of Desert Storm; in Somalia; Kosovo or Bosnia; the training areas at Fort Leonard Wood, Missouri; Gulfport, Mississippi; Sheppard Air Force Base, Texas; or Washington, D.C.--I was surrounded by great leaders, skilled soldiers, and inspiring mentors.

Supervisors, commanders, and general officers taught me what right looked like, and I replicated the good things I saw. I always had support from my peers, I believe, because I did everything I could to support them. And I'm thankful for all the first sergeants and command sergeants major I encountered along the way. They were great teachers to junior soldiers and officers. They led by example and taught me a lot about leadership and about myself. Let me pass along some of what I've learned: