Transformative Leadership Insights: Confidence and Connection

We first became aware of the story at the heart of this episode over three years ago. Details were scarce at the time, but we knew that heat casualties had been a major issue for units at Defener Pacific... except for one company that was completely unaffected. And as it turned out, that company had been doing afternoon physical training to deliberately prepare for the heat (plus leveraging H2F experts to optimize the training).

Our guest for this episode was the commander of that company at the time, and he provides a ton of insight into how good training management left his company with zero heat casualties while the battalion experienced 45.

MAJ Christian Wardynski is an Instructor of Economics in the Department of Social Sciences at the United States Military Academy at West Point, which he also graduated from in 2014. After graduating Engineer BOLC, Chris served in the 54th BEB, 173rd IBCT in Vicenza, Italy as a Light Equipment PL, Sapper PL, and BN Air Officer. Most recently, he served as the Company Commander for Bravo Company, 37th Engineer Battalion, 82nd Airborne Division at Fort Bragg, NC. Chris holds a Bachelor of Science in Economics from West Point, a Master of Science in Engineering Management from the Missouri University of Science and Technology, and a Master of Public Policy from the University of Chicago where he also served as a fellow at the Pearson Institute. Chris and his wife, Jackie, have four daughters.
He also provided a bunch of clarifying notes that we'll share here:
He said the DoD vs. VA alignment is a Principal-Agent Problem, but as he described it, it would probably fit the definition of a negative externality better - the DoD's decisions to "overuse"/ or under-rehabilitate soldiers impose uncompensated long-term healthcare costs on the VA (and thus the taxpayer); same for the current commander not considering the cost savings of proper rehabilitation/physical resiliency of soldiers for the next commander. Regardless, both principal-agent issue and externality issue apply. You can tell by this correction that he's a true econ instructor...
For additional context on the heat acclimation they started in May 2021, they had Company STX the second week of June and he initially started reverse cycle PT to see if it'd help soldiers with performance during the STX event. They executed 9x ESB-style lanes focused on individual soldier and engineer tasks, and covered over 30 miles under load in 24 hours. As a bit of risk management for the event, he mandated that all soldiers had to eat at least the main meal of the MRE and a side, or three sides total if not eating the main meal, as well as the entire salt/electrolyte packet every four hours during the event. If they found any soldier who ate less than the required amount, it would result in a summarized article 15 (if there were no extenuating circumstances). It was on the TLs to decide if they needed to eat more frequently and if they wanted to eat on the move or not. Team leaders led their own teams movement through all the lanes and to each station. This provided a great opportunity for them to exercise some initiative and leadership. Surprisingly, zero heat casualties during this crucible event for the ~80 soldiers that completed it, despite a peak ~95 degree heat index in that timeframe.
Regarding Defender Pacific, when he arrived to his company assembly area after the jump, his soldiers looked utterly unphased and appeared completely fresh. The BN TF, however, had about 45 heat casualties by that time. After the BN TF mission was complete, they had a 7 mi ruck to the training area where they'd rest overnight, and his soldiers handled the movement without any issue whatsoever. He did note that they did not have a very hard follow on mission, whereas most other companies in the BN TF had some pretty physically arduous movements/follow-on missions.