Posted on Apr 26, 2018
MajGen Mullen, Commanding General at MCAGCC , here for a live Q&A on 5/2 @ 6pm ET to discuss career development and leadership. Questions?
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Major General Mullen was commissioned via the NROTC program at Marquette University in 1986 and assigned to 1st Battalion, 3rd Marines where he served as a rifle and weapons platoon commander, and Battalion training officer from 1987 to 1990. From 1990-1993 he served as a platoon commander, executive officer and Commanding Officer of the Fleet Anti-Terrorism Security Team Company, deployed to Operation Desert Shield and participated in several counter-narcotics missions in support of Joint Task Force-6, also serving as Battalion training officer. In 1993, he was transferred to 2nd Battalion, 4th Marines (later converted to 2nd Battalion, 6th Marines), as the Commanding Officer of Fox Company. He participated in Operation Sea Signal in 1994, and deployed with the 26th Marine Expeditionary Unit from 1995 to 1996 as the small boat raid and cliff assault company commander. From 1996 to 1999 he served as the Inspector-Instructor for Fox Company, 2nd Battalion, 24th Marines and led a successful counter-narcotics mission in the Los Padres National Forest of California. In 1999 he was selected to be the Marine Aide to the President, and served in that capacity until attending the School of Advanced Warfighting in 2001. After school, he reported to the Joint Operations Division of the Joint Staff, J-3 for duty in the PACOM and CENTCOM sections, and served as Executive Assistant to the Deputy Director for Regional Operations until 2004.
In 2004 he reported to 2nd Marine Division for duty as the Division Plans Officer, and was chosen later that year to be the Operations Officer for Regimental Combat Team – 8, with whom he deployed to Fallujah, Iraq from 2005 to 2006. After returning, he assumed command of 2nd Battalion, 6th Marines and returned to Fallujah in 2007. Following command he attended the Naval War College from 2008 to 2009, and subsequently commanded the Marine Corps Tactics and Operations Group from 2009 to 2012. After selection to Brigadier General in 2012, he was assigned as the Commanding General, Education Command, and President, Marine Corps University. In 2013 he was assigned as the Director of Capabilities Development Directorate, Combat Development and Integration, then in 2015 he deployed and served as the Director of Operations and Target Engagement Authority in the Combined Joint Operations Center in Baghdad until June 2016. In July of 2016, he assumed command of Marine Corps Air Ground Task Force Training Command, Marine Corps Air Ground Combat Center and was promoted to Major General in July 2017.
Major General Mullen holds a BA and MA in Political Science from Marquette University, as well as an MA in National Security and Strategic Studies from the Naval War College. He is a graduate of the Advanced Artillery Officer Course, School of Advanced Warfighting, Airborne, Ranger, Summer Mountain Leader and Royal Marine Arctic Warfare Survival courses. He also co-authored the book Fallujah Redux which came out in 2014. All proceeds for the book go to the Semper Fi Fund. He and his wife Vicki have three adult children.
In 2004 he reported to 2nd Marine Division for duty as the Division Plans Officer, and was chosen later that year to be the Operations Officer for Regimental Combat Team – 8, with whom he deployed to Fallujah, Iraq from 2005 to 2006. After returning, he assumed command of 2nd Battalion, 6th Marines and returned to Fallujah in 2007. Following command he attended the Naval War College from 2008 to 2009, and subsequently commanded the Marine Corps Tactics and Operations Group from 2009 to 2012. After selection to Brigadier General in 2012, he was assigned as the Commanding General, Education Command, and President, Marine Corps University. In 2013 he was assigned as the Director of Capabilities Development Directorate, Combat Development and Integration, then in 2015 he deployed and served as the Director of Operations and Target Engagement Authority in the Combined Joint Operations Center in Baghdad until June 2016. In July of 2016, he assumed command of Marine Corps Air Ground Task Force Training Command, Marine Corps Air Ground Combat Center and was promoted to Major General in July 2017.
Major General Mullen holds a BA and MA in Political Science from Marquette University, as well as an MA in National Security and Strategic Studies from the Naval War College. He is a graduate of the Advanced Artillery Officer Course, School of Advanced Warfighting, Airborne, Ranger, Summer Mountain Leader and Royal Marine Arctic Warfare Survival courses. He also co-authored the book Fallujah Redux which came out in 2014. All proceeds for the book go to the Semper Fi Fund. He and his wife Vicki have three adult children.
Leadership
0302: Infantry Officer
Twentynine Palms
Q&A
Posted >1 y ago
Responses: 12
Hello General! This story has been in the news and I wanted your input about it. I wonder if the Marine Corps Reserve has the same problem as the Army Reserve. I would not be surprised the National Guard has the same problem. What are your thoughts? General, Please read the comments by the RP Guard and Reserve Soldiers and Senior NCO experiences linked to this story. We value your knowledge and military service....OOORAHH!!!
https://www.rallypoint.com/shared-links/the-army-reserve-simply-doesn-t-have-enough-people-willing-to-fill-command-slots
COL Mikel J. Burroughs MAJ (Join to see) LT Brad McInnis CPT(P) Jake Ledgerwood 2LT (Join to see) SMSgt Minister Gerald A. "Doc" Thomas LTC Eric Udouj SMSgt Lawrence McCarter LTC Stephen F. LTC Stephen C.
https://www.rallypoint.com/shared-links/the-army-reserve-simply-doesn-t-have-enough-people-willing-to-fill-command-slots
COL Mikel J. Burroughs MAJ (Join to see) LT Brad McInnis CPT(P) Jake Ledgerwood 2LT (Join to see) SMSgt Minister Gerald A. "Doc" Thomas LTC Eric Udouj SMSgt Lawrence McCarter LTC Stephen F. LTC Stephen C.
The Army Reserve Simply Doesn’t Have Enough People Willing to Fill Command Slots | RallyPoint
If you are a Company Grade or soon-to-be Field Grade Officer that has been board selected for promotion in the Army National Guard and yet you can't get promoted because you can't find a slot or the good old boys are still calling the shots, then come to the Army Reserve and get your promotion! We have slots and Leadership positions for you and that includes Mid-level Non-Commissioned Officers! I was board selected for CPT in the ARNG in 2003...
show previous comments
LTC Stephen Conway
The Proctologist Club is alive and well. I even know a friend who's in a battalion. He wants to get away from the unit and he wants to go in the inactive ready Reserve or irr but they don't want him to and they take their sweet time even though his packet is sitting for 2 months at Brigade or some level higher. He wants to go irr because he has a title 10 active duty position waiting for him but if he tells his leadership the truth, they'll say no just to spite him. So you have good company and field grade officers leaving are often better than the ones that are staying. It's probably going to take an IG complaint to get this packet moved into the inactive ready Reserve.
LTC Stephen Conway
Have you heard about the crabs in the bucket mentality? The crabs in the bucket mentality is a bunch of crabs are in a bucket and one tries to get out of the bucket and the others pulled him in so he can get away. You could also call it jealousy
CPT (Join to see)
LTC Stephen Conway - Or envy. or spiritual wickedness in high places, etc.......
MajGen (Join to see)
I am hesitant to offer a response regarding the Army Reserve and NG, or even the Marine Corps Reserve for that matter because I have not had close contact with them for years. I do know that we command screen CO's and SgtsMaj to put people in specific billets, but below them, we do have issues with officers and SNCOs filling positions. Much of that is cured when a unit is ordered to activate because Marines come forward to fill positions. We are currently activating one of our Reserve battalions to help ease operational tempo. I am sure they will do well. Like any unit though, people are drawn to good leadership, so if you can at least star with that, your chances of filling key positions are better. That is why we screen and slate for commanders and senior SNCOs. I hope that helps.
It would be an honor to hear what you have to say on any subject Sir. I'd love to hear your advice to a new Officer hoping to make a positive impact on the climate of the military today, and what you think are the greatest challenges and opportunities faced by the next generation of Military leaders.
MajGen (Join to see)
Thanks for the question - a new officer makes a positive impact by learning as much about his/her profession and specific MOS as possible. Never stop studying and learning to make yourself better. Then ensure you always provide a positive role model. You earn respect through your actions which always speak louder that words. Lastly, focus on taking care of you subordinates and ensuring they get what they need to succeed - do that and they will always ensure you succeed.
Major General Mullen: WELCOME, SIR, TO RALLY POINT. IT IS AN EXCEEDING HONOR TO HAVE YOU WITH US.
General, I am the coach of six Facebook groups; wherein I save lives. I have been very successful at reaching my group members.
How do I best lead my groups? How do I best reach my group members? What topics would interest suicidal Active Duty troops and Veterans best?
AGAIN, SIR, WELCOME!
Most Sincerely, Margaret C. Higgins U.S. Army Retired: Coach/Photographer
General, I am the coach of six Facebook groups; wherein I save lives. I have been very successful at reaching my group members.
How do I best lead my groups? How do I best reach my group members? What topics would interest suicidal Active Duty troops and Veterans best?
AGAIN, SIR, WELCOME!
Most Sincerely, Margaret C. Higgins U.S. Army Retired: Coach/Photographer
MSG Andrew White
WE NEED YOU FOREVER SPC Margaret Higgins !! THEIR AREN'T MANY LIKE YOU LEFT IN THIS WORLD!!! SALUTE!!
SPC Margaret Higgins
MSG Andrew White - I WROTE DOWN WHAT YOU SAID TO ME!!!!! THANK YOU!!!! SALUTING YOU RIGHT BACK!!!!!!!!!!!
MajGen (Join to see)
Thank you very much for what you do as I am sure you are indeed saving lives. As for connecting with your group members, I think the best way is to try and communicate with them personally. Sometimes I think the electronic isolation that seems to be prevalent with those who have grown up in the digital age contributes to the challenges we are seeing with depression and suicidal thoughts. I am not a Doctor, but I did stay at a Holiday Inn Express.....no wait, it is a Marriott!
SPC Margaret Higgins
MajGen (Join to see) - I am constantly trying to figure out ways to help, Love, and, sympathize with others. I think that your idea of relating to others in person, and, saving the lives of people around me: is a VERY GOOD ONE, GENERAL MULLEN! And, LOL, regarding your staying at the Holiday Inn Express....I mean at the Marriott??!! ;)
And, General, Thank You for your lengthy response to me!
And, General, Thank You for your lengthy response to me!
My nephew is graduating from Marine Corps Bootcamp this month in San Diego. How is the training different from when I graduated from Bootcamp in 1970?
Cpl Wayne Wallace
Beyond compare. I when through MCRD San Diego in 1976 and I'm sure yours was much different then mine. My Dad when though in 1954 and the stories he told me made me feel like mine was a cake walk. Semper Fi
MajGen (Join to see) hello sir thanks for taking the time to do this Q&A. My question pertains to the future of the Military what type of positions career paths will be most desired in the coming decade in regards to the new technologies coming out, the current asymetrical threats we face today how will that effect our strategies for national security at home and abroad?
MajGen (Join to see)
Thanks - believe it or not IT positions are getting to be more and more essential. We will always need fighters, but they need to be smarter, more mature and technically savvy fighters - and not all the fighting is the physical kind. Our Cyber Marines are mixing it up every day as are those from all the services.
SGT (Join to see)
MajGen (Join to see) - Sir, I was a foreign language proficient 35N (SIGINT) who served with Marines in a Joint environment a few years prior to the decision to elevatf USCYBERCOM to a full, independent Unified Combatant Command. Do you have any input that could be shared on how senior commanders plan to integrate and leverage tactical SIGINT and CYBER units so as increase overall force lethality?
It was my experience that every month, we gave capability brief to battalion commanders and S2s that weren’t fully aware of certain tactical SIGINT and CYBER capabilities. Now that CYBER is its own Combatant Command, is more training being conducted from the top down so as the military progresses as a whole (10,15,20) years down the road, commanders will be able to look at their cyber/SIGINT guys as another tool in the toolbox, and not a mysterious, “who are those guys again?”
I appreciate your time.
It was my experience that every month, we gave capability brief to battalion commanders and S2s that weren’t fully aware of certain tactical SIGINT and CYBER capabilities. Now that CYBER is its own Combatant Command, is more training being conducted from the top down so as the military progresses as a whole (10,15,20) years down the road, commanders will be able to look at their cyber/SIGINT guys as another tool in the toolbox, and not a mysterious, “who are those guys again?”
I appreciate your time.
PFC (Join to see)
MajGen (Join to see) thank you sir. What type of demands would you see us infantry and combat arms MOS be added what fype of skills will we need to develop in the coming decades?
MajGen (Join to see) Semper Fi General. What challenges do Leaders face today in motivating their men to maximum effort? Are the leadership challenges different than when you were a young lieutenant?
MajGen (Join to see)
Thanks Ted - the challenges are indeed different. Our young folks coming in have, in general, had a lot less physical activity growing up, so in some cases, they need to work on the mental toughness that gets you through tough times. It is also difficult to connect with the younger Marines and to have them form cohesive teams due to the electronic isolation of being on their phones a lot. Many times a discussion has to start with, "first, put your phone down." I will say though that when the chips are down and they need to do something heroic, they get on with it just as Marines have done since 1775. Sometimes you wonder, then you see them in action and all doubt is gone.
Sir, I have always been curious about this -- how do General Officers manage their careers in a strategic sense? For example, perhaps there are commands or billets as a 1-star that you want to make sure you have, so that you are in line to get a 2nd star, and then proceed on from there to a 3rd star, etc. Thanks!
MajGen (Join to see)
Actually, we do not - at least in the Marine Corps. When selected for Brigadier General, we are told that the Commandant is now our career planner and he will tell us where to go, when to go and when to retire. We serve at his pleasure and go home when he lets us know that our service is finished. At this level, it is about the best interests of the institution and I think that is a good thing. If he tells me to go home tomorrow, I will thank him for letting me serve at this level and will depart with a smile on my face because it has been a good run.
MajGen (Join to see) -- which role in your career was the hardest one, and why? What did you learn from it, that you can share with us?
MajGen (Join to see)
Thanks - probably the last year I spent in Iraq trying to get the Iraqis to fight and retake the parts of their country they had lost to ISIS. Their forces had disintegrated around Mosul, then just before I arrived in June 2015, they gave up Ramadi and were worried about losing Baghdad. We had to get them to regain their confidence, then go on the attack to retake Ramadi, all while trying not to lose any more ground in other places. It was one VERY long and frustrating year to say the least.
Hi Sir,
My question is related to different generations of service members. We often hear complaints from older service members about the newest generation coming in. As a leader, what suggestions would you give to these NCO's in how to effectively communicate and train the younger generation? What tools have you found to be most impactful?
My question is related to different generations of service members. We often hear complaints from older service members about the newest generation coming in. As a leader, what suggestions would you give to these NCO's in how to effectively communicate and train the younger generation? What tools have you found to be most impactful?
MajGen (Join to see)
That one is as old as each of our services. I like to think that the second guy coming in the door of Tun Tavern (birth place of the Marine Corps in Philadelphia) was called "boot" by the guy that came in the door five minutes before he did. Those of us that have been in longer need to ensure that those joining the team after us are made to feel like a full and essential member of the team. Show them how to do things correctly and do it with them just as you would your younger brother/sister, or son/daughter. What you find then are people who will follow you through hell. The opposite are those who need a boost to their self confidence by making those coming along behind them feel like something less than a full member of the team. I always ask those sort of people how confident they are that the person they just denigrated will help them or save their life in combat. It usually brings the point home.
MajGen (Join to see) Sir, thanks for doing the Q&A on RP today. First and foremost, the
YouTube video 3rd Marines put out of you and the Sgt Major in the PX (Safety First) was hilarious. I feel like the Marine Corps should follow your example and incorporate a lighter touch to the Marines’ personal life as you did, while of course getting the message across.
I have a couple of questions for you, Sir:
1) With our enemy changing tactic on the battlefields of today with respect to the technical side of combat (i.e: drones to track our patrol routes and implementing more cyber focused methods of terrorism that could harm us logistically). In your opinion, do you feel as though Marines have the necessary resources and capabilities to combat such a technologically advanced enemy? If so, what can we expect to change TTP wise for the coming years?
2) As a machine gun section leader in the infantry, it's probably the most challenging thing to hear my Marines say "they won't see combat" or "the war’s over", etc. I try my hardest to motivate my guys by telling them to stay in and wait till something happens. Every year however, I see good Marines get out as a result of no longer having direct combat deployments. I recognize that being ready "any climb or place" is the thought process I should instill in my subordinates and as a leader (especially as a SGT). I love my men and want to do right by them, which is training them hard and instilling as much knowledge in them as I have, to prepare them for whatever comes next for the Marine Corps. This leads me to my next question: As a leader, how would you go about combating complacency and lack of motivation due to what is known as the "peacetime Marine Corps"?
YouTube video 3rd Marines put out of you and the Sgt Major in the PX (Safety First) was hilarious. I feel like the Marine Corps should follow your example and incorporate a lighter touch to the Marines’ personal life as you did, while of course getting the message across.
I have a couple of questions for you, Sir:
1) With our enemy changing tactic on the battlefields of today with respect to the technical side of combat (i.e: drones to track our patrol routes and implementing more cyber focused methods of terrorism that could harm us logistically). In your opinion, do you feel as though Marines have the necessary resources and capabilities to combat such a technologically advanced enemy? If so, what can we expect to change TTP wise for the coming years?
2) As a machine gun section leader in the infantry, it's probably the most challenging thing to hear my Marines say "they won't see combat" or "the war’s over", etc. I try my hardest to motivate my guys by telling them to stay in and wait till something happens. Every year however, I see good Marines get out as a result of no longer having direct combat deployments. I recognize that being ready "any climb or place" is the thought process I should instill in my subordinates and as a leader (especially as a SGT). I love my men and want to do right by them, which is training them hard and instilling as much knowledge in them as I have, to prepare them for whatever comes next for the Marine Corps. This leads me to my next question: As a leader, how would you go about combating complacency and lack of motivation due to what is known as the "peacetime Marine Corps"?
MajGen (Join to see)
Thanks Tim - resources? Not really, but it is something we are always working on and will never have enough of. Have you ever heard from a Marine that had everything he or she wanted? To me, what is more important is the leader who is smart, mature and able to recognize when a situation changes and adapt accordingly. We have to continually work at getting smarter and studying our profession because the threat is constantly changing. If we think we can ever rest on our laurels, we will be in for a very rude surprise.
As for the second question, this also is a very old dilemma that we have faced after every war. It is not easy to assuage the concerns of our younger Marines that they have "missed out", but I frequently answer that all one has to do is watch the news. Does anyone get the impression that peace is breaking out? Our next fight could come a great deal sooner than anyone thinks and if we allow complacency, because if it happens, it is because we let it happen, then shame on us as leaders. One of the quotes I love from Secretary Mattis is one I will paraphrase - the price of a lack of competence in our profession is filling body bags until we figure it out. As leaders, if we allow complacency, then those same Marines we allowed to be complacent will be the ones filling those bags and if we survive the experience, we will have to find a way to live with that knowledge.
As for the second question, this also is a very old dilemma that we have faced after every war. It is not easy to assuage the concerns of our younger Marines that they have "missed out", but I frequently answer that all one has to do is watch the news. Does anyone get the impression that peace is breaking out? Our next fight could come a great deal sooner than anyone thinks and if we allow complacency, because if it happens, it is because we let it happen, then shame on us as leaders. One of the quotes I love from Secretary Mattis is one I will paraphrase - the price of a lack of competence in our profession is filling body bags until we figure it out. As leaders, if we allow complacency, then those same Marines we allowed to be complacent will be the ones filling those bags and if we survive the experience, we will have to find a way to live with that knowledge.
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