Unless we came home on a gurney, most of us who served in Southeast Asia returned to The World alone, as individuals, our 12- or 13-month tour of duty completed. We were in the jungles or rice paddies or firebases one day, back on the streets of Boston or Brooklyn, Baton Rouge or Bakersfield, 48 hours later. We left behind our buddies, with whom we had spent the most intense times of our lives. For us, the war was over; for them, the fighting, the bleeding, and the dying went on.
None of us was accorded a welcome home into the bosom of a grateful nation. How could we have been? Despite the battles won, despite me drumbeat of invariably favorable body counts by generals and overly optimistic pronouncements by cabinet secretaries and presidents, in a war marked by an absence of victory the only embraces most of us received were from our families, some neighbors, a few close friends. Mom and Dad were thrilled to have us home and safe. They didn't ask many questions, though, and were perplexed that we didn't relate to Dad, who had served in the Battle of the Bulge, or Uncle Mike, who had frozen at Chosin.
When the fighting finally ceased, when America succeeded in extricating its forces from Vietnam, most Americans wanted to forget the war had ever happened. In me process, a nation hungry for heroes ignored those who had fought. Any acknowledgment of service rendered to country-not to mention real acts of heroism on the field of battle- fell by the wayside; In the eyes of many, those who had done their nation's bidding were pariahs.
The unfortunate stereotype of the whacked-out Vietnam vets-as-victims or dysfunctional baby killers warped by what they had seen and done in Southeast Asia, emerged and gained prominence in the media. Stereotypes, of course, are based on a thin sliver of reality. But this reality blasphemed almost all who had served. The vast majority had served honorably and well. Many served with distinction. We returned home, married, raised the next generation, went to work, contributed to the community. Yes, many suffered the emotional scars of war, exacerbated by the lack of thanks from a nation grown increasingly restive and weary of a war gone on too long without resolution; and many suffered as well from a bureaucracy that had to be dragged kicking and screaming (or so it seemed) to acknowledge these scars.
Many veterans, though, were ashamed even to admit that they had served. While some questioned the war, all of us knew we were just as worthy, had fought just as bravely as had our fathers and uncles and grandfathers before us, had done our individual and collective best under difficult and trying circumstances. We also knew, in a country torn asunder by me politics of me war, that the only recognition we would get we'd have to give ourselves.
Some, like Bobby Muller and his colleagues who founded VVA, chose to focus on fighting the good fight for better benefits, for recognition of Post-traumatic Stress Disorder and diseases caused by exposure to Agent Orange as compensable conditions borne of service in Southeast Asia. As Lynda Van Devanter, who was VVA's first national women's director, put it: "Our primary purpose was to reach out to Vietnam veterans and insure that the federal government meet its mandate to provide appropriate support systems for vets with service-connected injuries or needs."
Others sought recognition for me valor and me sacrifices made by Vietnam veterans.
One of them, Jan Scruggs, had served as a rifleman with the 199th Light Infantry Brigade in I Corps in '67-'68. Scruggs, who was hit by shrapnel from a grenade, is duly credited as the initiator, the moving force, the passionate gadfly behind the effort to create and build a memorial honoring those who answered their country's call and paying tribute to those who made the ultimate sacrifice or remained missing in action.
Scruggs was not the only player on the court. Several others played notable roles as well. On the twentieth anniversary of me dedication of The Wall, it is fitting and timely to recognize those who toiled long and hard to create this memorial. What they succeeded in achieving, despite the naysayers, became an instant icon, a place of healing, of reconciliation, a place where grown men cry without embarrassment.
Any naming of names, of course, has the potential to offend through omission. In To Heal a Nation, Jan Scruggs and co-author Joel Swerdlow offer a "Roll Call of Honor," a roster of "unselfish people who gave of their time and talent to insure that the names of over 58,000 Americans would be in a place of honor." There were some, though, who played core roles in creating The Wall, as well as several matchmakers, conciliators, and catalysts who played critical roles at different times during the process.
If Scruggs was the dreamer of the dream, two of his first converts, Bob Doubek and Jack Wheeler, were its enablers. They were, Doubek notes, a threesome from very different backgrounds: Scruggs from Scotch-Irish tenant-farmer stock; Doubek, the grandson of Czech immigrants; and Wheeler with roots in America dating back to before the United States was born.
Doubek, who served as an Air Force intelligence officer in Vietnam, came to Washington in 1971 to attend law school at Georgetown. There, he recalls, "I felt a sense of denigration from the 'best and the brightest.' When the Vietnam War was mentioned, if it was mentioned at all, it was that you were a loser to have been caught in that trap."
"But some of the best people I've met in my life" he says, "I met in Vietnam. They had a quality of character born of their experiences in the war zone."
Bob Doubek felt that Vietnam veterans needed and deserved to be recognized for their service. At an April 1979 meeting at which Jan Scruggs shared his vision of a memorial containing the names of those who had been lost to the war, Doubek was the only one who bought into the concept He took Scruggs on-"on a halfway pro bono basis"-and incorporated the Vietnam Veterans Memorial Fund as a 501(c)(3) nonprofit entity. He quickly realized "what a gargantuan undertaking this project would be. We had to raise funds, find people to lend their time and talents, get a site. The depth of the challenge was enormous."
Doubek became the first paid employee once the VVMF had funds. He took a significant pay cut to become its executive director, its detail man, its consensus builder.
When Jack Wheeler first heard of the dream, he instinctively knew that it was a really strong idea. "It can be done" he told Scruggs. "Let me call some people." What was needed, he knew, was the commitment of "guys who had served in Vietnam who were in positions of influence."
He was a graduate of West Point, Yale Law School, and Harvard Business School. Although he had established a memorial at West Point to those who had served in Southeast Asia-"It was a good practice drill for the national memorial," he says-Wheeler was disturbed by the national amnesia over the Vietnam War. "We wanted to show the integrity of our experience,' he says. "And we, a group of rookies, got together, raised the money, ran the design competition, built the memorial, and gave it to the country."
Wheeler, who served as chairman of the VVMF's board of directors, is widely credited for his political savvy and managerial know how. "He was the lead tank," says Tom Shull, a White House aide who worked closely with him. "He made extraordinary personal sacrifices" to realize the dream.
Wheeler went on to design the model for the Vietnam Veterans Leadership Program and became the first director of the VVLP in the Reagan administration. He wrote the book, Touched with Fire: The Future of the Vietnam Generation. He currently serves as president of the Vietnam Children's Fund and uses his expertise to turn around troubled charities.
Sandie Fauriol, who directed the fund-raising effort for the WMF, came to the role almost serendipitously. "Bob Doubek asked a friend to recommend a fundraiser," she recounts. " 'I only know one: Sandie Fauriol,' the friend replied." And Fauriol, an Army brat, won the job.
"I was just a shepherd doing God's work," she says. She was more than a shepherd, though. She directed, Scruggs writes in To Heal a Nation, "a flawless, creative, and unquestionably successful campaign." She also took the reins of the five-day National Salute to Vietnam Veterans, during which The Wall was dedicated.
"I used to go around with Jan," Fauriol says. "He would tell the stories and cite the need for the memorial and then I would do the asking." She recalls traveling to Texas without Jan to make a presentation before the director of the Houston Endowment. "The man never blinked or moved a muscle throughout my presentation. When I asked him to consider a donation of $7,062- that's $22 for each of the 321 Houstonians who died in Vietnam-he said simply, 'I'll consider it.' Two weeks later, a very thin envelope arrived. In it was a check from him for $50,000 in honor of your efforts for all Vietnam veterans.'"
In no small part because of Fauriol's efforts, the VVMF raised some $9 million from more than 600,000 individuals. She is quick to heap praise on others, particularly Paul Thayer, then chairman of LTV Corporation in Dallas, who chaired the fund's corporate advisory board. Scruggs adds Karen Kendig Doubek-she and Bob Doubek met and married while working with the VVMF- who did yeoman work as assistant campaign director and later as deputy director of the National Salute to Vietnam Veterans.
The memorial established the career of a young architecture student at Yale, MayaYing Lin, whose design won the unanimous endorsement of the jurors and whose instinct-to use reflective black granite for the wall, and to orient the names of the dead in the order they were lost to the war- helped achieve the incandescent nature of the final product.
Her design, says Jack Wheeler," was the right solution and a work of genius." Credit also ought to go in part to her professor at Yale, Andrus Burr, her fellow students in that class, and to two Manhattan architects, Carl Pucci and Ross Andersen, whose suggestions, Burr noted in a letter to Bob Doubek, were incorporated into Maya's presentation.
Sculptor Frederick Hart, whose entry lost in the original competition, was commissioned to conceive and produce the Three Fightingmen sculpture that was added to the memorial.
In the end, though, those who deserve thanks, offers Jack Wheeler, are all who served in the Vietnam War. They served with honor and with dignity and with integrity despite the turbulence and turmoil of one of the most wrenching episodes in the history of America.
Study Skills Time Management
Before you start using the LeaderTask organizer, you should learn about its features, i.e. find out what it can do and what it cannot do. First of all, LeaderTask is a personal organizer for everyday activities whose main features are:
Task Scheduler
Calendar
Personal Information Manager
Contact Manager
Project Manager
The organizer has a portable version, i.e. it is completely autonomous = mobile. LeaderTask depends neither on the computer, nor on Windows registry, it can easily exist on your flash drive and travel with you!
Getting started.
Important issues you should know about:
First ? LeaderTask is a unique organizer. It is not an advertising slogan, it is a new concept for managing tasks, projects, time and human activities. You can see it for yourself. So what is unique about it? It is the following things: tasks have a set of parameters (tags) you can use to quickly get answers to your questions. For example, you can get the following to-do lists in one mouse click: "My today tasks", "IMPORTANT", "URGENT", "Monthly Sales", "Project XYZ in September", "Monitoring delegated tasks", "Bank", "To buy", "To read", "Meeting issues", "Overdue tasks", "Year goals"...
Second ? LeaderTask is very flexible. Anyone can customize LeaderTask and implement his own usual methodology for managing his activities. It is also possible to successfully use David Allen's GTD (Getting Things Done) system in LeaderTask.
Third ? it is possible to associate tasks in LeaderTask with any context you find suitable. Any thing can be used as context ? place (home, office, bank, store?), contact (boss, subordinate, spouse...), category, project... Speaking the language of time management, any task can be associated with its kairos (context), i.e. the circumstances that suit the task best. For example, if you need to do it in a bank, it is better to add it to the "Bank" section, if another person should do some task in a project, it should be added to the corresponding project and assigned to this person, if a task is important, you should give it the corresponding priority, etc.
Entering initial data.
To start using LeaderTask, you should enter some minimum initial data without which it will be difficult to understand how LeaderTask works. For your convenience, you can use the predefined initial data you are offered in the Quick Start wizard when you start the program for the first time.
Contacts. Add your contact groups and the contacts you need. Make sure you add information about yourself ? the very first contact (set the Favorite property)
Categories. Define the categories of your activities. To make planning convenient, create types of your professional activities, hobbies and also places you visit most often in the Categories section. Sample categories: "Calls", "Meetings", "Reading", "Watching", "Buying", "Thinking", "Family", "Rest", "Health", "Office","Bank", "Store"? Set the Favorite property for the main categories.
Projects. Define the projects you work on. Do not mix up categories with projects and tasks. Remember that a project is what you can do. A project has time limits, and its aim is to produce something unique. It is convenient to divide projects into meaningful groups. Set the Favorite property for the main projects.
Calendar. Use the calendar to define periods of time that are most suitable for planning your time. For example: Today, Tomorrow, Current Week, Month, Year, 1st quarter 2007, 2nd quarter 2007? Also, set the Favorite property for the main periods.
The Favorite property makes the item to be shown in the drop-down menu on the Filter bar.
How it works.
The main areas in LeaderTask ? Navigator, Filter bar and Task pane. The task pane (displayed as a calendar here) shows only those tasks that meet the filtering criteria. I.e. if you select "Project ХYZ" in the filter, all tasks related to project XYZ will be displayed. You can filter tasks by projects, contacts, categories, date. There can be several filtering parameters at a time, but there can be none at all, i.e. no filtering (all tasks present in the LeaderTask database will shown in this case). For your convenience, you can save a set of filtering parameters as a ready-made filter. You can make such a filter favorite and enable it from the quick menu.
Quick favorite filter selection menu.
When you select a filter, tasks with the necessary parameters are shown. For example, when you select the "Mine for today" filter, your tasks for the current day will be shown. The "Site activities in November" filter will show tasks related to the "Site" project for "November". The filter "Monitoring delegated tasks" will show all tasks related to other people (contacts) you delegated tasks to. Filters in Leadertask actually make its use much easier. You can use them to instantly get answers to the following questions: "What is the most important thing at the moment?", "Where am I supposed to be tomorrow?", "What has been done since 15-21 in the ХYZ project", "What tasks are the most urgent ones?" ?
Tasks can be displayed both in the calendar grid (fir. 1) and in the task tree (fig. 2).
Filtering work in the same way both for the calendar and for the task tree. In different situations it can be convenient to view sets of tasks both in the calendar (visually arranged in time) and in the task tree (you can see their order and how tasks are split into smaller ones).
Adding tasks.
Adding tasks is designed in such a way that it is as easy and quick to add tasks as possible. You can do it quickly due to hotkeys and minimizing manual input. When you add a task, its parameters are specified automatically ? project, contact, date, category. This data is copied from the filter. I.e. if "Project XYZ" is selected together with the "URGENT" category and you add a new task, it will be added to "Project XYZ" and it will be urgent. Another important issue: this task will also be visible when only "Project XYZ" or only "URGENT" is selected. How to add tasks. You can always open Leadertask using the Alt+Ctrl+A key combination no matter what application you are working with at the moment. For example: you are tying some text in the editor and suddenly remember about an important thing that should be added at once. What you should do: press Alt+Ctrl+A, press Insert, type the text of the task, press Enter, press Alt+Ctrl+A again and that is all, the task has been added. And note that everything is done without using the mouse. Another way with the help of the mouse: right-click the LeaderTask icon and select the necessary filter, then press Insert and do what you did in the first case.
Task priority.
Priority allows you to highlight the importance of each task and each priority can have its own representation.
Priorities make up a strict sequence, i.e. the order where each priority is higher or lower than another. Every user can define his own set of priorities, their order and how they are displayed. The standard classic set is:
High (red font)
Regular (block font)
Low (gray font)
Summary.
Time management in LeaderTask is arranged somewhat differently than, for example, in Outlook. That is why when those who use old organizers start using it, they have a lot of how-to questions. In order to master the new methodology of LeaderTask, you should at least read this guide. It will be much easier for those users who have never used software for organizing their activities before.
After you understand the philosophy of LeaderTask, it will be very easy and pleasant to work with it ? a lot of feedback from users proves it.
Along with the above basic features, Leadertask has other features as well: storing any information (text, images, files), arranging bookmarks, task reminders, storing passwords ?
A modern person needs a smart tool for time management. This tool must not burden, but help and save the person's time and effort. LeaderTask is exactly this kind of tool. Try it and see it for yourself!
Both Tom Berger & Alexey Abramovsky are contributors for EditorialToday. The above articles have been edited for relevancy and timeliness. All write-ups, reviews, tips and guides published by EditorialToday.com and its partners or affiliates are for informational purposes only. They should not be used for any legal or any other type of advice. We do not endorse any author, contributor, writer or article posted by our team.
Tom Berger has sinced written about articles on various topics from Vietnam Travel, Education Toys and Acne Treatment. Tom Berger is a writer for The VVA Veteran, the official voice of Vietnam Veterans of America, Inc. ? An organization chartered by the U.S. Congress. Learn more at http://www.vva.o. Tom Berger's top article generates over 110000 views. Bookmark Tom Berger to your Favourites.
Alexey Abramovsky has sinced written about articles on various topics from Software, Education Toys and Software. Ivan Abramovsky is cofounder of Unattended Installation Systems. The company's flagship product MultiSet has become a "must-have-software" in homes and offices in more than 60 countries.. Alexey Abramovsky's top article generates over 1300 views. Bookmark Alexey Abramovsky to your Favourites.
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