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Show Br nt Huff tob r 20 9 back off and let me run my platoon, because I know why they wer u d to d ing it. I know that they were getting the training done that they needed to get done, and of c ur e the commander worked through the INI instead of the chain of command, which wa part of the problem anyway. So I know they were just doing their job, too. I understand why they did that. It's just sad to see, I guess, the way that I think that things are supposed to be run. The rule of threes in the Marine Corps, chain of command, just this idea that you have this rifle squad that can do anything. It's supposed to be like the most effective twelve-man team. It's the way good businesses are set up. That's why a lot of Marines have left the Marine Corps and set up really good businesses because they used the same kind of structure and the same kind of responsibility and communication flow and all that. But the Marine Corps itself doesn't seem to run like that anymore. Everything's tied from the individual clear up to the top, promotions come from the top. Like I said, as a platoon sergeant, I couldn't even change a corporal, and obviously I don't promote people and demote people, but if the guy doesn't want to be a corporal I should be able to make that happen through the right channels, and I couldn't. It was like the commandant of the Marine Corps said no, on paper it looks like this guy should be in this position, so that's where he is. I didn't want to be a part of that. JCW: So after you got out, you went over to the Army, didn't you? BH: Yes, not immediately. I stopped drilling in 2007, was inactive until 2009, but not doing anything in the military and not planning on it either. But July of this year, 2009, after a few months of just, my work wasn't paying me very well. I graduated last year, there wasn't some good job for me, so I started thinking about that because Walker had 62 |
