M S Nazki
If your actions inspire others to dream more, learn more, do more and become more, you are a leader.! when you become a leader you give up the right to think about yourself.!………………
-A lack of planning on your part does not constitute a crisis on mine…unless of course I failed to lead you……… Anonymous
-To spend a few minutes with people is simply not productive. If one wants to get anything across, one has to spend a fairly large minimum quantum of time. The manager who thinks that he can discuss the plans, direction, and performance of one of his subordinates in fifteen minutes – and many managers believe this – is just deceiving himself. If one wants to get to the point of having an impact, one needs probably at least an hour and usually more. And if one has to establish a human relationship, one needs infinitely more time……………….
-Leaders must be seen to be up front, up to date, up to their job and up early in the morning………….!
-And here the date had been set!
Lt Gen Vikas Lakhera Meets General NS Raja Subramani to Discuss Operational Preparedness DG Assam Rifles and CDS discuss jointness, inter-service synergy and security in the North East !
-Lieutenant General Vikas Lakhera, AVSM, SM, Director General of Assam Rifles, met General N. S. Raja Subramani, PVSM, AVSM, SM, VSM, Chief of Defence Staff (CDS), he interaction focused on strengthening jointness among the Armed Forces, enhancing inter-service synergy and reinforcing the shared commitment towards safeguarding the nation’s security.
-The two senior military leaders also discussed the evolving security environment, operational preparedness, capacity building and the continued role of the Assam Rifles in maintaining peace, stability and security across India’s North Eastern Region!
-What is fostering jointness:
-Fostering jointness among the Indian Armed Forces creates a highly integrated, multi-domain fighting force.
-By breaking down traditional inter-service silos, the military ensures seamless communication, rapid resource sharing, and unmatched operational readiness to tackle modern, evolving security challenges.
-Achieving this level of tri-service synergy and national security preparedness relies on several key frameworks and strategic
-initiatives: Integrated Theatre Commands: Restructuring the Army, Navy, and Air Force into unified geographical commands to streamline resources, eliminate redundancies, and optimize combat power.
-Legislative and Doctrinal Support: Streamlining command and disciplinary structures across the forces under the Inter-Services Organisations Act.
-This ensures personnel from all three services can operate seamlessly without bureaucratic hurdles .Institutionalized Training and Affiliation: Implementing joint doctrines—such as the Joint Doctrine for Airborne and Heliborne Operations—and formalizing Inter-Service Cooperation Agreements to ensure total operational cohesion during critical engagements.
-Civil-Military Integration: Enhancing whole-of-nation synergy through joint exercises like Sanjha Shakti, bridging military assets with civilian intelligence, state police, and emergency responders.
-The Chief of Defence Staff (CDS) drives tri-service integration by heading the Department of Military Affairs (DMA) and serving as the Permanent Chairman of the Chiefs of Staff Committee.
-The CDS spearheads joint operations, unifies logistics, and streamlines capital acquisitions across the Army, Navy, and Air Force to optimize national security.
-The integration efforts led by the CDS fundamentally reshape the Indian Army’s structure and operational readiness:
- Joint Logistics and Training: Centralizing transport, maintenance, and communications eliminates duplication across the three forces.
-The Army increasingly shares training infrastructure and logistics networks to cut costs and boost combat efficiency.
-Capital Acquisition Prioritization: The CDS assigns inter-service priorities to major procurement proposals. This ensures that the Army’s equipment and modernization goals are perfectly aligned with the operational needs of the other branches.
-Doctrinal Alignment: By harmonizing the distinct fighting doctrines of the Army, Navy, and Air Force, the CDS ensures the Indian Armed Forces can operate with a unified “whole-of-the-nation” approach during both peacetime and conflict.
-The doctrine which Assam Rifles follows:
-The Assam Rifles, India’s oldest paramilitary force, follows an asymmetric warfare doctrine combining precise, intelligence-driven military operations with extensive socio-civic engagement.
- Popularly known as the “Friends of the Hill People,” their strategy emphasizes winning the “hearts and minds” of locals to neutralize insurgencies and integrate remote areas into the national mainstream.
-The doctrine’s core pillars include:”Trust and Nurture” Approach: Instead of viewing counter-insurgency solely as a military conflict, the force focuses on political and social stability.
-They employ civic action programs, medical aid, sports talent scouting, and educational initiatives to prevent youth radicalization and build local goodwill.
-Dual-Control Framework: Administratively, the force functions under the Ministry of Home Affairs (MHA), but its operational control rests entirely with the Indian Army.
- This allows them to utilize military precision and sector-level tactics while operating locally.
-Intelligence and Pinpoint Targets: The force relies heavily on real-time intelligence and swift, targeted reactions against specific individuals rather than large-scale, indiscriminate force.
-Local and Cultural Awareness: Rank and file members are heavily recruited from the hill tribes of Northeastern India, allowing the force to utilize local dialects, cultural affinities, and deep knowledge of the rough terrain.
-Border Management and Patrolling: Under the “one border, one force” policy, they heavily patrol the Indo-Myanmar border, balancing strict border enforcement with an understanding of the cultural and ethnic ties that cross the boundary
-A true leader has the confidence to stand alone, the courage to make tough decisions, and the compassion to listen to the needs of others. He does not set out to be a leader, but becomes one by the quality of his actions and the integrity of his intent. In the end, leaders are much like eagles… they don’t flock, you find them one at a time………. Unknown Just like me!
-The most important thing I learned is that soldiers watch what their leaders do. You can give them classes and lecture them forever, but it is your personal example they will follow. ………. General Colin Powel
-The Director General of the Assam Rifles (DGAR) commands India’s oldest paramilitary force and is responsible for overseeing counter-insurgency operations, internal security, and border management in the Northeast.
-Headquartered in Shillong, the DGAR is an Indian Army Lieutenant General appointed by the government who reports to the Ministry of Home Affairs.
-The DG Assam Rifles holds a unique, multifaceted leadership role:
-Command & Control: Serves as the operational head of the Assam Rifles, directing the force’s deployment across the Northeast and managing the 1,643 km open Indo-Myanmar border.
-Counter-Insurgency & Security: Oversees all internal security and anti-militancy operations conducted by the “Sentinels of the North East,” coordinating closely with state and central authorities.
-Civil-Military Engagement: Acts as a bridge between the central government and the local populace, administering civic action programs, infrastructure development, and welfare assistance in remote areas.
-Chain of Command: While under the administrative control of the MHA, the operational control of the Assam Rifles is exercised by the Indian Army. The DGAR is assisted by three Inspector Generals (Major Generals) and other senior army and civil staff. Lt Gen Vikas Lakhera currently serves as the 22nd DGAR, leading these responsibilities.
The last few lines: When things go wrong in your command, start wading for the reason in increasing larger concentric circles around your own desk. Be an example to your men, in your duty and in private life. Never spare yourself and let your troops see that you don’t in your endurance of fatigue and privation. Always be tactful and well-mannered. Avoid excessive sharpness or harshness of voice, which usually indicates the man who has shortcomings of his own to hide. We don’t rise to the level of our expectations, we fall to the level of our training. Who you are on a daily basis is who you are when you compete. If you want to be a champion, you have to have the mindset of a champion every day……………!
