Military Police

MILITARY POLICE . 19-15-1 28 military police that differs signifcantly from that of nations that have no civilian police authorities), reaching an agree- ment on common defnitions won't be easy. Lastly, the Military Police Panel was tasked with the crea- tion of a multinational military police writing team that is to look at the different military police capabilities of various countries and establish capability codes that NATO can use when calling upon military police assets. Currently, when NATO needs military police assets, its planners request them from various levels (platoon, company, battalion); how- ever, NATO does not know exactly what strengths those as- sets possess. For example, a U.S. military police platoon con- sists of the same number of Soldiers as some military police companies from NATO/Partnership for Peace nations. While this might initially seem like a good thing, it can lead to logistic nightmares when it comes to living space and other factors. This problem has been recognized, and the multina- tional writing team has been tasked with identifying these types of differences. These NATO military police writing teams will meet three times at various locations in Europe, where they will work on enhancing interoperability between nations; then they will present their fndings at the next NATO Military Police Chiefs' Conference in September 2015. Around the globe, military budgets are being slashed and nations are increasingly relying on one another for joint mis- sions and training opportunities. The NATO Military Police Chiefs' Conference is an excellent opportunity for leaders to discuss opportunities and implement strategies for joint training and cost-saving measures. It is only by working to- gether that the military police force within NATO can truly remain strong. Based on the assurance of overwhelming support from military police chiefs at this past year's confer- ence, the alliance will clearly be strong for many years to come. Endnotes: 1 In addition to NATO members, invitations to the Military Police Chiefs' Conference are also extended to non-NATO member states, such as the neutral countries of Austria, Sweden, Switzerland, and Ireland, who participate in the Partnership for Peace Program. In addition, the conference hosts countries from the Istanbul Cooperative Initiative and the Mediterranean Dialogue. For more information about the Partnership for Peace Program, please visit . 2 STANAG 2296/AJP 3.2.3.3, Allied Joint Doctrine for Military Police, 21 September 2009. 3 AAP-06, NATO Glossary of and Defnitions (English and French), 2014. Captain McCarey is the U.S. Military Police exchange offcer to the Offce of the Provost Marshal, Hannover, He is a of the NATO Military Police Panel. He holds a bachelor's degree the University of South Florida and degrees Aeronautical Univer- sity, Daytona Beach, Florida, and Webster University. ("The Art of . . . ," continued page 26) Habit 9: Know What the Boss Wants The battalion commander has a vision for the battalion, and the staff supports the companies as they meet the com- mander's priorities. The S-3 not only knows what "big pic- ture" the battalion commander wants to see, but also the fner details about how the boss wants information pre- sented and how he or she processes information. The S-3 educates and mentors company commanders with regard to these fner details. In cases of a new battalion commander, the S-3 may be able to facilitate smooth briefs through re- hearsals and reviews until kinks are worked out with the new commander. Knowledge truly is power. The integration of meetings among the executive offcer, the S-3, and companies ensures that everyone is on the same page and has a shared under- standing about how training, readiness, equipment, and personnel impact company operations. The addition of meet- ings is not necessary; rather, the meetings that are already being conducted must be integrated to streamline, improve, and assess everything the battalion does. Conclusion Ultimately, good habits require disciplined, routine be- havior that provides a level of predictability for the staff and subordinate units. These 10 good habits provide a foun- dation of established principles that improve the synchro- nization of operations between higher headquarters, the battalion, and subordinate units. Without a continuous em- phasis on knowledge management, the operations process, and leader development, I—as a precommand, 8-month Captain's Career Course veteran—would have been unable to successfully manage and facilitate the battalion missions. Endnotes: 1 The T refers to the training week; T+7 refers to the planning that takes place 7 weeks before the training is executed. 2 FM 6-01.1, Knowledge Operations, 16 July 2012. 3 Dan Pink, "The Puzzle of Motivation," TED, July 2009, < h t t p : / / w w w . t e d . c o m / t a l k s / d a n _ p i n k _ o n _motivation?language=en>, accessed on 3 February 2015. 4 Bridget Gladwin and Charles R. McConnell, The Effective Corrections Manager: Correctional Supervision for the Future, Edition 3, Jones & Bartlett Learning, 4 October 2012. 5 Army Doctrine Publication (ADP) 6-0, Mission , 17 May 2014. Captain is the S-3, 93d Military Police Battalion, Fort Bliss, Texas. She holds a degree in business and

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