Characteristics of Teams-FM 6-22

The hallmarks of close teams include—

• Trusting each other and being able to predict what each other will do.
• Working together to accomplish the mission.
• Executing tasks thoroughly and quickly.
• Meeting and exceeding the standard.
• Thriving on demanding challenges.
• Learning from their experiences and developing pride in their accomplishments.

The Army as a team includes many members who are not Soldiers. The contributions made by countless Army civilians, contractors, and multinational personnel in critical support missions during Operation Desert Storm, the Balkans, and the War on Terrorism are often forgotten. In today’s logistic heavy operational environments, many military objectives could not be achieved without the dedicated support of the Army’s hard-working civilian team members.

Within a larger team, smaller teams may be at different stages of development. For instance, members of First Squad may be accustomed to working together. They trust one another and accomplish the mission, usually exceeding the standard without wasted effort. Second Squad in the same platoon just received three new Soldiers and a team leader from another company. As a team, Second Squad is less
mature and it will take them some time to get up to the level of First Squad. Second Squad’s new team members have to learn how things work. First, they have to feel like members of the team. Subsequently, they must learn the standards and the climate of their new unit and demonstrate competence before other members really accept them. Finally, they must practice working together. Leaders can best oversee the
integration process if they know what to expect.

Competent leaders are sensitive to the characteristics of the team and its individual members. Teams develop differently and the boundaries between stages are not hard and fast. The results can help determine what to expect of the team and what is needed to improve its capabilities.

Building Shelters

14-14. SHELTERS.
A shelter can protect you from the sun, insects, wind, rain, snow, hot or cold temperatures, and enemy observation. In some areas your need for shelter may take precedence over your need for food, possibly even your need for water. After determining your shelter site, you should keep in mind the type of shelter (protection) you need. You need to know how to make different types of shelters. Only two are described in this handbook.
a. Planning Considerations.
• How much time and effort are needed to build the shelter?
• Will the shelter adequately protect you from the elements (rain, snow, wind, sun, and so on)?
• Do you have tools to build it? If not, can you improvise tools from materials in the area?
• Do you have the type and amount of manmade materials needed to build it? If not, are there sufficient natural materials in the area?
b. Poncho Lean To. You need only a short time and minimal equipment to build this lean to. You need a poncho, 6 to 10 feet of rope, three stakes about 6 inches long, and two trees (or two poles) 7 to 9 feet apart. Before you select the trees you will use (or decide where to place the poles), check the wind direction. Make sure the back of your
lean to will be into the wind. To make the lean to–
(1) Tie off the hood of the poncho. To do this, pull the draw cord tight; roll the hood long ways, fold it into thirds, and tie it with the draw cord.
(2) Cut the rope in half. On one long side of the poncho, tie half of the rope to one corner grommet, and the other half to the other corner grommet.
(3) Attach a drip stick (about a 4 inch stick) to each rope 1/ 4 to 3/ 4 inches away from the grommet. These drip sticks will keep rainwater from running down the ropes into the lean to. Using drip lines is another way to prevent dripping inside the shelter. Tie lines or string about 4 inches long to each grommet along the top edge of the shelter. This allows water to run to and down the line without dripping into the shelter.
(4) Tie the ropes about waist high on the trees (uprights). Use a round turn and two half hitches with quick release knot.
(5) Spread the poncho into the wind and anchor to the ground. To do this, put three sharpened sticks through the grommets and into the ground.
(6) If you plan to use the lean to for more than one night, or if you expect rain, make a center support to the lean to. You can do this by stretching a rope between two upright poles or trees that are in line with the center of the poncho.
(7) Tie another rope to the poncho hood; pull it upward so that it lifts the center of the poncho, and tie it firmly to the rope stretched between the two uprights.
(8) Another method is to cut a stick to place upright under the center of the lean to. This method, however, will restrict your space and movements in the shelter.
(9) To give additional protection from wind and rain, place boughs, brush, your rucksack, or other equipment at the sides of the lean to.
(10) To reduce heat loss to the ground, place some type of insulating material, such as leaves or pine needles, inside your lean to.
NOTE: When at rest, as much as 80 percent of your body heat can be lost to the ground.
(11) To increase your security from enemy observation, lower the silhouette of the lean to by making two modifications.
(a) Secure the support lines to the trees at knee height rather than waist height.
(b) Use two knee high sticks in the two center grommets (sides of lean to), and angle the poncho to the ground, securing it with sharpened sticks as above.

Find out more about shelters in the Ranger Handbook

MILITARY MUSIC

The earliest surviving pictorial, sculptured, and written records show musical or quasimusical
instruments employed in connection with military activity for signaling during encampments, parades, and combat. Because the sounds were produced in the open air, the instruments tended to be brass and percussion types. Oriental, Egyptian, Greek, Roman, and American Indian chronicles and pictorial remains show trumpets and drums of many varieties allied to Soldiers and battles.

Introduction

a. Bugle Calls. Bugle calls are used in U.S. military service as the result of the Continental Army’s contact with the Soldiers and armies from Europe during the revolutionary period. After the American Revolution, many of the French (and English) bugle calls and drum beats were adopted by the United States Army.
b. Attention. This is taken from the British “Alarm,” at which call the troops turned out under arms.
c. Adjutant’s Call. The adjutant’s call indicates that the  adjutant is about to form the guard, battalion, or regiment.
d. To the Color. The old cavalry call, “To the Standard,” in use from about 1835, was replaced by the present call of “To the Color.”
e. National Anthem. Our national anthem officially became "The Star Spangled Banner" by law on 3 March 1931, in Title 36, United States Code 170.
f. Sound Off. The band, in place, plays “Sound Off” (three chords). It then moves forward and, changing direction while playing a stirring march, troops the line and marches past the Soldiers in formation, then returns to its post. Upon halting, the band again plays three chords.
g. Retreat. Retreat is the ceremony that pays honors to the national flag when it is lowered in the evening.
h. Official Army Song. The official Army song, “The Army Goes Rolling Along,” was formally dedicated by the Secretary of the Army on Veterans Day, 11 November 1956, and
officially announced on 12 December 1957 (AR 220-90). In addition to standing while "The Star Spangled Banner" is played, Army personnel stand at attention whenever the official song is played. Although there is no Department of the Army directive in this regard, commanders, other officers, and other personnel can  encourage the tribute to the Army by standing at attention when the band plays “The Army Goes Rolling Along.”

Find more on US Army Drill and Ceremonies from:

Stages of Team Building From FM 6-22

Teams do not come together by accident. Leaders must guide them through three developmental stages:

 Formation.
Enrichment.
Sustainment.

Formation Stage
Teams work best when new members quickly feel a part of the team. The two critical steps of the formation stage—reception and orientation—are dramatically different in peace and war. In combat, a good sponsorship process can literally make the difference between life and death for new arrivals and to the entire team.

Reception is the leader’s welcome to the organization. Time permitting; it should include a handshake and personal introduction. The orientation stage begins with meeting other team members, learning the layout of the workplace, learning the schedule, and generally getting to know the environment. In combat, leaders may not have much time to spend with new members. In this case, a sponsor is assigned to new arrivals. That person will help them get oriented until they “know the ropes.”

In combat, Army leaders have countless things to worry about and the mental state of new arrivals might seem low on the list. If Soldiers cannot fight, the unit will suffer needless casualties and may ultimately fail to complete the mission.

Enrichment Stage
New teams and new team members gradually move from questioning everything to trusting themselves, their peers, and their leaders. Leaders learn to trust by listening, following up on what they hear, establishing clear lines of authority, and setting standards. By far the most important thing a leader does to strengthen the team is training. 

Training takes a group of individuals and molds them into a team while preparing them to accomplish their missions. Training occurs during all three stages of team building, but is particularly important during enrichment. It is at this point that the team is building collective proficiency.

Sustainment Stage
During this stage, members identify with “their team.” They own it, have pride in it, and want the team to succeed. At this stage, team members will do what is necessary without being told. Every new mission gives the leader a chance to strengthen the bonds and challenge the team to reach for new heights of accomplishment. The leader develops his subordinates because he knows they will be tomorrow’s team
leaders. The team should continuously train so that it maintains proficiency in the collective and individual tasks it must perform to accomplish its missions.

For more on the stages of team building, get your copy of FM 6-22.

History of the US Army Rangers

The history of the American Ranger is a long and colorful saga of courage, daring, and outstanding leadership. It is a story of men whose skills in the art of fighting have seldom been surpassed. Only the highlights of their numerous exploits are told here.

Rangers mainly performed defensive missions until, during King Phillip’s War in 1675, Benjamin Church’s Company of Independent Rangers (from Plymouth Colony) conducted successful raids on hostile Indians. In 1756, Major Robert Rogers, of New Hampshire, recruited nine companies of American colonists to fight for the British during the French and Indian War. Ranger techniques and methods of operation inherently characterized the American frontiersmen. Major Rogers was the first to capitalize on them and incorporate them into the fighting doctrine of a permanently organized fighting force.

The method of fighting used by the first Rangers was further developed during the Revolutionary War by Colonel Daniel Morgan, who organized a unit known as “Morgan’s Riflemen.” According to General Burgoyne, Morgan’s men were “….the most famous corps of the Continental Army, all of them crack shots.”

Francis Marion, the “Swamp Fox,” organized another famous Revolutionary War Ranger element known as “Marion’s Partisans.”

Marion’s Partisans, numbering anywhere from a handful to several hundred, operated both with and independent of other elements of General Washington’s Army. Operating out of the Carolina swamps, they disrupted British communications and prevented the organization of loyalists to support the British cause, substantially contributing to the American victory.

Find out more about the American Ranger: 

Conducting the Counseling

CONDUCT THE COUNSELING SESSION

Army Leadership

Caring Army leaders use a balanced mix of formal and informal counseling and learn to take
advantage of everyday events to provide subordinates with feedback. Counseling opportunities often
appear when leaders encounter subordinates in their daily activities in the field, motor pool, barracks, and
wherever else Soldiers and civilians perform their duties. Even during ad-hoc counseling, leaders should
address the four basic components of a counseling session:

• Opening the session.
• Discussing the issues.
• Developing a plan of action.
• Recording and closing the session.
• Open the Session

In the session opening, the leader counselor states the purpose and establishes a subordinate-centered
setting. The counselor establishes an atmosphere of shared purpose by inviting the subordinate to speak.
An appropriate purpose statement might be “SFC Taylor, the purpose of this counseling is to discuss your
duty performance over the past month and to create a plan to enhance performance and attain performance
goals.” If applicable, start the counseling session by reviewing the status of the current plan of action.

Discuss the Issues
Leader and counseled individual should attempt to develop a mutual and clear understanding of the
counseling issues. Use active listening and invite the subordinate to do most of the talking. Respond and
ask questions without dominating the conversation but help the subordinate better understand the subject of
the counseling session: duty performance, a problem situation and its impact, or potential areas for growth.

Counseling
To reduce the perception of bias or early judgment, both leader and subordinate should provide
examples or cite specific observations. When the issue is substandard performance, the leader must be clear
why the performance did not meet the standard. During the discussion, the leader must clearly establish
what the subordinate must do to meet the standard in the future. It is very important that the leader frames
the issue at hand as substandard performance and prevents the subordinate from labeling the issue as an
unreasonable standard. An exception would be when the leader considers the current standard as negotiable
or is willing to alter the conditions under which the subordinate can meet the standard.

Develop a Plan of Action
A plan of action identifies a method and pathway for achieving a desired result. It specifies what the
subordinate must do to reach agreed-upon goals set during the counseling session. The plan of action must
be specific, showing the subordinate how to modify or maintain his or her behavior. Example: “PFC
Miller, next week you’ll attend the map reading class with 1st Platoon. After the class, SGT Dixon will
personally coach you through the land navigation course. He will help you develop your skills with the
compass. After observing you going through the course with SGT Dixon, I will meet with you again to
determine if you still need additional training.”

Record and Close the Session
Although requirements to record counseling sessions vary, a leader always benefits from
documenting the main points of a counseling session, even the informal ones. Documentation serves as a
ready reference for the agreed-upon plan of action and helps the leader track the subordinate’s
accomplishments, improvements, personal preferences, or problems. A good record of counseling enables
the leader to make proper recommendations for professional development, schools, promotions, and
evaluation reports.

Army regulations require specific written records of counseling for certain personnel actions, such as
barring a Soldier from reenlisting, processing an administrative separation, or placing a Soldier in the
overweight program. When a Soldier faces involuntary separation, the leader must maintain accurate
counseling records. Documentation of substandard actions often conveys a strong message to subordinates
that a further slip in performance or discipline could require more severe action or punishment.

When closing the counseling session, summarize the key points and ask if the subordinate
understands and agrees with the proposed plan of action. With the subordinate present, establish any
follow-up measures necessary to support the successful implementation of the plan of action. Follow-up
measures may include providing the subordinate with specific resources and time, periodic assessments of
the plan, and additional referrals. If possible, schedule future meetings before dismissing the subordinate.

The Straight-Arm Pull

Spotting the Straight-Arm Pull, Pull-Up, and Alternating Grip Pull-Up

9-42. The front spotter assumes a staggered stance with the palms toward the exerciser at approximately chest level. The front spotter’s primary role is to support the exerciser if their grip fails. The rear spotter assumes a staggered stance and holds the Soldiers feet on their thighs or abdomen. The hands are placed above the ankles to hold them securely. The role of the rear spotter is to provide a stable base for the exerciser to push against with his legs. When spotting is performed correctly, the rear spotter will neither have to lift nor go up and down with the exerciser. The rear spotter must anticipate the last repetition and release the Soldier when the “down” command is given before the “dismount” command. Soldiers are required to use the foot pegs when mounting and dismounting the bar. This is done to ensure safety and to reduce injuries. Jumping from the mounted position causes compression to the spine and other joints of the body, possibly resulting in injury.

EXERCUSE 1: STRAIGHT-ARM PULL
Purpose: This exercise develops the ability to initiate the pull-up motion and maintain a contraction in the extended hang position (Figure 9-24).

Starting Position: Extended hang using the overhand grip.
Cadence: MODERATE

Count:
1. Keeping the arms straight, pull the body upward using the shoulders and upper back muscles only.

2. Return to the starting position.

DEVELOPING AND EXECUTING PLANS

DEVELOPING AND EXECUTING PLANS
A plan is a proposal for executing a command decision or project. Planning is the means by which the leader or commander envisions a desired outcome and lays out effective ways of achieving it. In the plan, the leader communicates his vision, intent and decisions and focuses his subordinates on the results he expects to achieve.--
FM 3-0

In daily peacetime or combat training and operations, a leader’s primary responsibility is to help the organization function effectively. The unit must accomplish the mission despite any surrounding chaos. This all begins with a well thought out plan and thorough preparation.

PLANNING
Leaders use planning to ensure that an approach for reaching goals will be practical. Planning reduces confusion, builds subordinates’ confidence in themselves and their organization, and allows flexibility to adjust to changing situations. Good planning boosts shared understanding and ensures that a mission is accomplished with a minimum of wasted effort and fewer casualties in combat. FM 6-0
discusses the different types of plans in more detail.

Army Leadership; Civilian Awardees

TYPES OF CEREMONIES

Civilians may participate in three general categories of military ceremonies:

• Presenting awards.

• Receiving awards.

• Being honored.

a. Civilians Presenting Awards. This category includes occasions when an award is made to another civilian and occasions when awards are presented to military personnel by a civilian. These ceremonies are conducted as previously outlined with the following

exceptions:

(1) The host or reviewing officer is accompanied to the reviewing stand by the civilian. The reviewing officer may relinquish the place of honor to the civilian.

(2) The reviewing officer accompanies the civilian throughout the sequence of events.

(3) Because of lack of familiarity with military ceremonies, it may be necessary to brief the civilian before and during the conduct of the ceremony.

b. Civilians Receiving Awards. Conduct of these ceremonies should be guided by paragraph 10-4 with the following exceptions:

(1) Civilians should be initially positioned to the left of the reviewing stand and not marched forward with the military personnel, if any, to receive awards.

(2) When the Colors are brought forward, civilians move to a position five steps in front of and centered on the Colors. When military and civilians receive an award at the same time, they are aligned from right to left with the highest award on the right.

(3) When the awardees are posted, they remain in the same order. If there are no military awardees, the civilians move to the left of the reviewing stand.

(4) When this ceremony is conducted for presenting posthumous awards, other types

of awards are not incorporated. A carefully selected escort officer should accompany relatives of persons receiving posthumous awards.

NOTE: If there is only one awardee, he may be the reviewing official.

c. Reviews in Honor of Civilians. Government employees, private citizens, and local, state, national, or foreign officials may be honored by a review. (Consult AR 600-25 for special honors due certain officials.) Other civilians may be honored, as noted above, by participating in the place of or with the reviewing officer.

The Supine Bicycle

Here's a great workout for your core and lungs. See more great grass drills and circuit training ideas at runinmud.blogspot.com


50 sit ups
50 leg spreaders
50 flutter kicks
20 supine bicycles
20 flutter kicks
10 leg lifts

Swim .5 miles

Supine Bicycle

EXERCISE 2: SUPINE BICYCLE
Purpose: This exercise strengthens the muscles of the abdomen and controls the rotation of the trunk.
Starting Position: Supine position with the fingers interlaced, hands on top of the head. Hips, knees, and ankles
are flexed at 90 degrees and lower legs are parallel to the ground. The head is off the ground.
Cadence: SLOW
Count:
1. Bring the left knee toward the chest while flexing and rotating the trunk to the left, attempting to
touch the right elbow with the left thigh. As the left knee rises, the right leg extends.
2. Return to the starting position.
3. Bring the right knee toward the chest while flexing and rotating the trunk to the right, attempting
to touch the left elbow with the right thigh. As the right knee rises, the left leg extends.
4. Return to the starting position.

Check Points:
􀁺 At the starting position ensure that the hands are on top of 
the head, not behind the neck.

􀁺 Maintain tightness of the abdominals throughout the exercise.

􀁺 On counts 1 and 3, attempt to fully extend one leg while bringing the knee of the other to
the elbow.

Precaution: On counts 1 and 3, do not jerk the neck or arch the back to assume the up position.

INSPECTION ARMS

Figure C-4

Inspection Arms with the M14 rifle (Figure C-4) is executed in five counts.
     a. Counts one and two are the same as with the M16 -series rifle (Port Arms). On count three, release the small of the stock and move the right hand forward (fingers extended and joined, thumb on the opposite side of the receiver). Place the knife edge on the hand in contact with the operating rod handle. On count four, press the operating rod handle sharply to the rear and lock the bolt to the rear by pressing the bolt lock with the thumb. At the same time, lower the head and eyes to check the receiver. On count five, raise the head and eyes back to the front and regrasp the small of the stock with the right hand, assuming the Inspection Arms position.
     b. Ready, Port, ARMS is the only command that is given from Inspection Arms. On the command Ready, relax the grip of the right hand and hook the top of the forefinger to the rear. On the command Port, release the operating rod handle (allowing the bolt to go forward) and place the forefinger on the trigger. On the command of execution ARMS, pull the trigger and come to Port Arms.

The Sit Up Event Narrative-FM 7-22

Sit Up Event

“THE SIT-UP EVENT MEASURES THE ENDURANCE OF THE ABDOMINAL AND

HIP-FLEXOR MUSCLES. ON THE COMMAND ‘GET SET’, ASSUME THE STARTING

POSITION BY LYING ON YOUR BACK WITH YOUR KNEES BENT AT A 90-DEGREE

ANGLE. YOUR FEET MAY BE TOGETHER OR UP TO 12 INCHES APART (MEASURED

BETWEEN THE FEET). ANOTHER PERSON WILL HOLD YOUR ANKLES WITH THE

HANDS ONLY. NO OTHER METHOD OF BRACING OR HOLDING THE FEET IS

AUTHORIZED. THE HEEL IS THE ONLY PART OF YOUR FOOT THAT MUST STAY IN

CONTACT WITH THE GROUND. YOUR FINGERS MUST BE INTERLOCKED BEHIND

YOUR HEAD AND THE BACKS OF YOUR HANDS MUST TOUCH THE GROUND. YOUR

ARMS AND ELBOWS NEED NOT TOUCH THE GROUND. ON THE COMMAND, ‘GO’,

BEGIN RAISING YOUR UPPER BODY FORWARD TO, OR BEYOND, THE VERTICAL

POSITION. THE VERTICAL POSITION MEANS THAT THE BASE OF YOUR NECK IS

ABOVE THE BASE OF YOUR SPINE. AFTER YOU HAVE REACHED OR SURPASSED

THE VERTICAL POSITION, LOWER YOUR BODY UNTIL THE BOTTOM OF YOUR

SHOULDER BLADES TOUCH THE GROUND. YOUR HEAD, HANDS, ARMS OR ELBOWS

DO NOT HAVE TO TOUCH THE GROUND. AT THE END OF EACH REPETITION, THE

SCORER WILL STATE THE NUMBER OF SIT-UPS YOU HAVE CORRECTLY

PERFORMED. A REPETITION WILL NOT COUNT IF YOU FAIL TO REACH THE

VERTICAL POSITION, FAIL TO KEEP YOUR FINGERS INTERLOCKED BEHIND YOUR

HEAD, ARCH OR BOW YOUR BACK AND RAISE YOUR BUTTOCKS OFF THE GROUND

TO RAISE YOUR UPPER BODY, OR LET YOUR KNEES EXCEED A 90-DEGREE ANGLE.

IF A REPETITION DOES NOT COUNT, THE SCORER WILL REPEAT THE NUMBER OF

YOUR LAST CORRECTLY PERFORMED SIT-UP. IF YOU FAIL TO PERFORM THE FIRST

10 SIT-UPS CORRECTLY, THE SCORER WILL TELL YOU TO ‘STOP’ AND WILL

EXPLAIN YOUR DEFICIENCIES. YOU WILL THEN BE SENT TO THE END OF THE LINE

TO BE RE-TESTED. AFTER THE FIRST 10 SIT-UPS HAVE BEEN PERFORMED AND

COUNTED, NO RESTARTS ARE ALLOWED. THE TEST WILL CONTINUE, AND ANY

INCORRECTLY PERFORMED SIT-UPS WILL NOT BE COUNTED. THE UP POSITION IS

THE ONLY AUTHORIZED REST POSITION.

“IF YOU STOP AND REST IN THE DOWN (STARTING) POSITION, THE EVENT

WILL BE TERMINATED. AS LONG AS YOU MAKE A CONTINUOUS PHYSICAL EFFORT

TO SIT UP, THE EVENT WILL NOT BE TERMINATED. YOU MAY NOT USE YOUR HANDS

OR ANY OTHER MEANS TO PULL OR PUSH YOURSELF UP TO THE UP (REST)

POSITION OR TO HOLD YOURSELF IN THE REST POSITION. IF YOU DO SO, YOUR

PERFORMANCE IN THE EVENT WILL BE TERMINATED. CORRECT PERFORMANCE IS

IMPORTANT. YOU WILL HAVE TWO MINUTES TO PERFORM AS MANY SIT-UPS AS

YOU CAN. WATCH THIS DEMONSTRATION.”

Active Listening-From Army Leadership

Active listening helps communicate reception of the subordinate’s message verbally and nonverbally. To capture the message fully, leaders listen to what is said and observe the subordinate’s manners. Key elements of active listening include—

Eye contact. Maintaining eye contact without staring helps show sincere interest. Occasional breaks of eye contact are normal and acceptable, while excessive breaks, paper shuffling, and clock-watching may be perceived as a lack of interest or concern.

Body posture. Being relaxed and comfortable will help put the subordinate at ease. However, a too-relaxed position or slouching may be interpreted as a lack of interest.

Head nods. Occasionally head nodding indicates paying attention and encourages the subordinate to continue.

 Facial expressions. Keep facial expressions natural and relaxed to signal a sincere interest.

Verbal expressions. Refrain from talking too much and avoid interrupting. Let the subordinate do the talking, while keeping the discussion on the counseling subject.

TEAM STRUCTURES

TEAM STRUCTURES

3-54. There are two leader team categories: horizontal and vertical. Horizontal leader teams can also be
either formal (headquarters staffs, major commands) or informal (task forces, advisory boards). Vertical
leader teams can be both formal (commanders and subordinates) and informal (members of a career field or
functional area). Vertical leader teams often share a common background and function, such as intelligence
analysis or logistical support. Vertical and horizontal teams provide structure to organize team training.

3-55. Informal networks often arise both inside and outside formal organizations. Examples of informal
networks include people who share experiences with former coworkers or senior NCOs on an installation
who collaborate to solve a problem. Although leaders occupy positions of legitimate authority, teams are
formed to share information and lessons gained from experience. When groups like this form, they often
take on the same characteristics as formally designed organizations. As such, they develop norms unique to
their network membership and seek legitimacy through their actions.

3-56. Within the informal network, norms develop for acceptable and unacceptable influence. Studies have
shown that groups who do not develop norms of behavior lose their ties and group status.

3-57. The shared leadership process occurs when multiple leaders contribute combined knowledge and
individual authority to lead an organization toward a common goal or mission. Shared leadership involves
sharing authority and responsibility for decision making, planning, and executing.

3-58. Shared leadership is occurring more frequently at both organizational and strategic levels where
leaders of different ranks and positions come together to address specific challenges or missions where preestablished organizational lines of authority may not exist. One such example occurred before Operation
Iraqi Freedom when members of multiple components and Services had to work together to support the
logistics challenges that lay ahead.

Stack Arms

This is great preparation for Basic Training. Right out of the Drill and Ceremonies Manual.

Execute Stack Arms using the following procedures:

a. Stack Arms is executed from Order Arms only. It may be executed while at Normal Interval in a line (squad) or a column formation. Stack Arms is not a precise movement; however, it is executed in a military manner.

b. The leader designates the stackmen by numbers (2-5-8) when in a line formation, orby squad (second or third) when in a column formation. After the stackmen have been designated, the leader then commands Prepare, SLINGS.

c. On the command SLINGS, each stackman places the butt of his rifle on his right hip and cradles it in the crook of his right arm. He then adjusts the sling keeper to form a 2-inch loop next to the upper sling swivel. As soon as he has prepared the loop, he returns to Order Arms.

d. When all stackmen have returned to Order Arms, the leader commands Stack, ARMS. On the command ARMS, each stackman places his rifle directly in front of and centered on his body with the sling facing to the front. The heel of the rifle butt is on the marching surface on line with the toes of his shoes. He grasps the rifle by the handguard with his left hand. The first two fingers of the left hand hold the inner part of the loop against the rifle. He reaches across the front of the rifle with the right hand, grasps the outer part of the loop, and holds it open for the insertion of the other rifles. He holds the rifle vertical at all
times (1, Figure C-5, page C-6).

e. On the command ARMS, the men to the left and right of the stackman perform the following movements simultaneously:

(1) The man on the stackman’s left raises and centers his rifle in front of his body so that his right hand is shoulder high and the rifle is about 4 inches from his chest, with the sling to the front. He then grasps the rifle with his left hand at the small of the stock and lowers both arms, holding the weapon in a horizontal position (1, Figure C-5, page C-6).

(2) The man on the stackman’s right raises and centers his rifle, wrist shoulder high, with the sling facing the front. He then grasps the rifle with his left hand directly below his
right hand, and, in the most convenient manner, grasps the rifle with the right hand at the small of the stock. He then lowers both arms, holding the rifle stock. He then lowers both arms, holding the rifle in a horizontal position (1, Figure C-5, page C-6).

(3) As soon as both men have completed these movements, each moves the foot nearest the stackman 18 inches (Half Left or Right) toward the stackman. In a continuing motion, the man on the stackman’s left inserts the muzzle of his rifle into the loop held by the stackman until the bayonet stud protrudes past the far end of the loop (2, Figure C-5, page
C-6). He holds his rifle in that position until the man on the stackman’s right inserts the muzzle of his rifle through the loop in the same manner and above the muzzle of the rifle of
the left man.

f. When both rifles have been inserted into the loop, the men on each side of the stackman swing the butts of their rifles out and down to the marching surface until the stack is tight with the (two) rifle butts on line and about 2 feet from the baseline.

g. After necessary adjustments have been made, the three men come to Attention (3, Figure C-5).

h. Extra rifles are passed to the nearest stack on the right. As each rifle is passed, it is grasped at the upper part of the handguard with the right hand. Then, with the rifle held
vertical, it is passed with fully extended arm to the right front. The man on the right grasps the rifle at the balance with his left hand, brings the rifle to the center of his body, and regrasps it at the upper part of the handguard with his right hand. This action continues until the stackman receives the rifle and places it on the stack with his right hand as nearly vertical as possible. He places the rifles on the stack with the slings away from the stack (if the second squad is the stack squad, extra rifles are passed to the left).

Rainy Street Stories-Reflections on Secret Wars, Espionage and Terrorism — Red Bike Publishing

Rainy Street Stories-Reflections on Secret Wars, Espionage and Terrorism — Red Bike Publishing

Rainy Street Stories-Reflections on Secret Wars, Espionage and Terrorism

Rainy Street Stories is a composition of powerful reflections on today’s espionage, terrorism, and secret wars. These stories, essays, and poems by John Davis, himself a retired intelligence officer, take place from Europe, to Asia, and back to the Americas. He lived overseas for many years, where he served as a soldier, civil servant, and gifted linguist. Davis writes with a thoughtful, compassionate, and fair assessment of his lifetime lived during wars and conflicts which were his generation’s legacy from World War II. He recounts mysterious, sometimes strangely suggestive, even curiously puzzling tales. Each will cause the reader to think.

Davis draws from actual encounters from unusual circumstances, in conversations at utterly unexpected times, and chance meetings, historical site visits, or his readings to illustrate his reflections. Moreover, he is influenced by carefully listening to others who experienced history, from attentive study of human nature, observation of international events, but also by remaining open to surprises, the better to distill the essence of a hidden truth. Those people about whom he speculates, events he interprets, motives he muses about, or wonders he reveals will remain with you for a long time. These are not writings to be read in a night, but to be reflected upon over the coming years.

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“Rainy Street Stories” is a riveting book that reflects not only how the intelligence community operates but also defines Mr. John Davis’ character. Mr. Davis offers important insights into the historical as well as current challenges the Intelligence Community faces. The factual accounts cited in his book are a must read for all operational and analytical professionals serving in the intelligence community.–Louis J. Kubik – US Marine Corps Reserve, retired, Department of Defense Civilian Counterintelligence Officer with two separate tours with the CIA.

 Rainy Street Stories is a wonderful testimony to the crucial importance of truth, goodness and, yes, Grace, in keeping our all too human character from going badly, sometimes horrifically astray. John Davis’ collection of short pieces is an unwavering affirmation of the enduring power of virtuous principles in this often cruel and cynical world. Truly, it deserves to be read by many and its lessons taken deeply to heart.–Gray Sutherland, author of five collections of poetry and a novel.

Rainy Street Stories is a remarkable collection of vignettes, poems, short essays, prayers, and reflections that like gaslights in the fog help us glimpse the spectral outlines of a shattered world. That shattered world is our world, or the world we once believed we lived in, a world of goodness and moral coherence, but which has been turned by our own greed and violence into a killing field. But Rainy Street Stories also arouses hope that the broken pieces are not scattered beyond recovery, but are waiting for our commitment to reintegrate them into a whole fully lit by our passion for truth and the common good.–Rev. Mr. George Dardess, PhD., Author of “Meeting Islam, A Guide for Christians”, lecturer, Professor of English 

Poet and counterspy John Davis has written a cache of messages about deceit and loyalty, evil and good, danger and safety in his new “Rainy Street Stories.” His collection strings essays and incidents with poetic impressions interspersed like clues leading down the narrow alley that skirts the border of promise and betrayal, protection and sabotage. The good guys look more like the bad guys – like “secret brothers,” Davis puts it — than anyone could have guessed. This unusual memoir reveals nothing and still tells everything about Davis’ real-life career in Cold War espionage. With vignette tributes to heroes of resistance and musings on true patriotism, this book offers complex and compelling Independence Day reading for the thoughtful American.– Kay Campbell, Huntsville Times award winning journalist

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Hard Copy With Dust Cover 170 pages

 

Jeffrey W. Bennett, ISP is the owner of Red Bike Publishing. Jeff is an accomplished writer of non-fiction books, novels and periodicals. He also owns Red bike Publishing. Published books include: "Get Rich in a Niche-Insider's Guide to Self Publishing in a Specialized Industry" and "Commitment-A Novel".Jeff is an expert in security and has written many security books including: "Insider's Guide to Security Clearances" and "DoD Security Clearances and Contracts Guidebook".See Red Bike Publishing for print copies of:Army LeadershipThe Ranger HandbookThe Army Physical Readiness ManualDrill and CeremoniesThe ITARThe NISPOM