German officer serves in infantry

By Capt. Jasmin ThiererJune 16, 2015

usa image
(Photo Credit: U.S. Army) VIEW ORIGINAL

FORT BENNING, Ga., (June 17, 2015) -- I am an infantry officer in the German army. Before attending the Maneuver Captains Career Course, my most recent assignment was the company commander of a mountain infantry company.

In 2013, from January until June, I was the deputy company commander of the Service and Support Company of the Partnering Advisory Task Force Mazar-e-Sharif (PATF MES) on Observation Post North, in Baghlan Province, in northern Afghanistan.

Since 2001, it is normal to accept female candidates into infantry officer training programs in the German Bundeswehr. The standards are the same for both genders.

I completed the training every mountain infantry officer must complete, beginning with basic training and courses in the Infantry School, in the Mountain and Winter Warfare School, and in the Officer School. Furthermore, I had several internships as a squad leader and platoon leader in a mountain infantry company.

In June 2011, I was finally assigned to a mountain infantry battalion as an executive officer of the Service and Support Company.

I was my battalion's first female executive officer. Before being assigned the position, the battalion commander asked my company commander if he had any problems with a female deputy. The commander said no, but he expected a female officer to meet the same demands, standards and services as her male counterparts.

Before deploying to Afghanistan in 2013, we conducted numerous exercises in the German and Austrian mountains. I was responsible for planning company training and field exercises. My commander was very often on TDY so I had the chance to command the company, gaining my first experience and being able to apply all the knowledge I have previously gained in my training. Spending as much time as possible in the field with my soldiers and learning how to deal with limited space, no privacy and 24-hour routines formed a camaraderie that proved to be essential for our upcoming deployment in Afghanistan.

During our deployment to Afghanistan, my company commander served as both the company commander and Task Force rear detachment commander in Mazar-e-Sharif, and I served as his deputy commander on OP North. Consequently, I commanded three-quarters of the company, stationed on OP North, together with the main body of PATF MES. For almost five months, this dirty and dusty outpost was home for about 500 German soldiers - an infantry company, a reconnaissance company, an engineer company, a military police team, a medical platoon and the service and support company. I was in charge of about 150 soldiers.

The living conditions were hard. We had little space in our tents, which were occupied by eight soldiers, and we had only sanitary containers for showers and toilets. In January, it was cold and we had snow, and in April, it got hot and dusty. I do not think everyone enjoyed these kinds of living conditions, and this is normal. It wasn't a problem for me to use the mobile toilet or to share the shower with the male soldiers. The showers had curtains. Although we had heaters in the tents in the winter and our sleeping bags were warm, going to the toilet at night in the snow is never enjoyable. In summer, the sand was everywhere: between our teeth, in our ears, in our clothing, and in our equipment. In June, at the end of our redeployment of the OP North, we had no air conditioning and no sanitary containers because some of the equipment was transported to Masar-e Sharif . However, the soldiers built some showers with buckets and curtains. Again, there was no problem; we were able to deal with these conditions because we trained for our deployment.

According to a U.S. doctrine, "Leadership is the process of influencing people by providing purpose, direction, and motivation to accomplish the mission." My company was able to accomplish the mission in Afghanistan, because I provided the purpose and the direction, and I motivated them. The U.S. Army leadership requirements model explains exactly what is essential for a leader. For example, leading by example and fitness are important. Sharing the same burdens and facing the same challenges as the soldiers but still leading by example play a crucial role in our officer education and is the base for mutual respect and obedience even under the harshest conditions. During dismounted patrols in the hilly and rough terrain in Baghlan Province, I carried the same load as my soldiers, all in all about 80 pounds.

As an officer, regardless of gender, I needed to lead by example. The difficult terrain required good physical conditioning as we needed to carry the heavy backpack and the equipment. I believe that if I had a problem with my fitness, I would have been unable to lead my soldiers, and I would have lost my soldiers' respect just as a male counterpart would.

My experiences have confirmed, regardless of sex, when one has the attributes of a leader - character, presence and intellect - soldiers will trust him or her and will follow. When the leader has physical and tactical fitness, leads by example and takes care of soldiers, it does not matter if the leader is male or female. Finally choosing to become an infantry officer is a decision that should be heavily weighed, regardless of gender. The infantry calls for greater physical performance and privations than any other branches in the German Bundeswehr (besides Special Forces). I think a soldier needs a certain character to succeed in infantry. Not everyone (male or female) has these traits, and thus, he or she should weigh heavily the decision to become an officer in the Infantry. In summary, the question is not if a female can be an officer in the infantry. The question is if the person is capable, and if the army is willing.

Editor's note: Capt. Jasmin Thierer graduated from Maneuver Captains Career Course in May and will return to her previous assignment as company commander.