Like self-awareness, adaptability takes effort. To become adaptable, leaders must challenge their
previously held ideas and assumptions by seeking out situations that are novel and unfamiliar.
Leaders who remain safely inside their comfort zone provided by their current level of education, training, and experience will never learn to recognize change or understand the inevitable changes in their environment. Adaptability is encouraged by a collection of thought
habits. These include open-mindedness, ability to consider multiple perspectives, not jumping to conclusions about what a situation is or what it means, willingness to take risks, and being resilient to setbacks. To become more adaptable, leaders should—
• Learn to adapt by adapting. Leaders must go beyond what they are comfortable with and must get used to experiencing the unfamiliar through diverse and dynamic challenges. For example, the Army’s best training uses thinking like an enemy to help leaders recognize and accept that no plan
survives contact with the enemy. This encourages adaptive thinking. Adaptive training involves variety, particularly in training that may have become routine.
• Lead across cultures. Leaders must actively seek out diverse relationships and situations.
Today’s joint, interagency, and multinational assignments offer challenging opportunities to interact across cultures and gain insight into people who think and act differently than most Soldiers or average U.S. citizens. Leaders can grow in their capacity for adaptability by seizing such opportunities rather than avoiding them.
• Seek challenges. Leaders must seek out and engage in assignments that involve major changes in the operational environment. Leaders can be specialists, but their base of experience should still be broad. As the breadth of experience accumulates, so does the capacity to adapt. Leaders who are exposed to change and embrace new challenges will learn the value of adaptation. They
carry forward the skills to develop adaptable Soldiers, civilians, units, and organizations.
LEADING
12-9. When leading at the highest levels of the Army, the DOD, and the national security establishment, military, and Army civilian strategic leaders face highly complex demands from inside and outside the Army. The constantly changing world challenges their decision-making abilities. Despite the challenges, strategic leaders personally tell the Army story, make long-range decisions, and shape the Army culture to influence the force and its strategic partners within and outside the United States. They plan for contingencies across spectrum of conflicts and allocate resources to prepare for them, while constantly assessing emerging threats and the force’s readiness. Steadily improving the Army, strategic leaders develop their successors, spearhead force changes, and optimize systems and operations while minimizing risk.
The squad normally forms in a line formation; however, it may re-form in column when each member can identify his exact position (equipment grounded) in the formation.
a. To form at normal interval, the squad leader comes to the Position of Attention and commands FALL IN. On the command FALL IN, the following actions occur
simultaneously:
(1) Each member double-times to his position in the formation.
(2) The right flank man positions himself so that when the squad is formed it is three steps in front of and centered on the squad leader.
(3) The right flank man comes to the Position of Attention and raises his left arm laterally at shoulder level, elbow locked, fingers and thumb extended and joined, and palm
facing down. He ensures that the left arm is in line with the body.
(4) The man to the immediate left of the right flank man comes to the Position of Attention, turns his head and eyes to the right, and raises his left arm in the same manner as
the right flank man. He obtains proper alignment by taking short steps forward or backward until he is on line with the right flank man. He then obtains exact interval by taking short steps left or right until his shoulder touches the extended fingertips of the right flank man. As soon as the man to the left has obtained Normal Interval, each man
individually lowers his arm to his side, sharply turns his head and eyes to the front, and assumes the Position of Attention.
(5) The right flank man then sharply returns to the Position of Attention.
(6) All other members of the squad form in the same manner except that the left flank man does not raise his left arm.
NOTE: The right flank man raises his arm and looks straight to the front unless the squad is to align on an element to its right. If he is to align on an element to the right he turns his head and eyes to the right and aligns himself with that
element.
b. To form at Close Interval, the formation is completed in the manner prescribed for Normal Interval, except that the command is At Close Interval, FALL IN. Squad members
obtain Close Interval by placing the heel of the left hand on the left hip even with the waist, fingers and thumb joined and extended downward, and with the elbow in line with the body
and touching the arm of the man to the left.
c. To form in column, the squad leader faces the proposed flank of the column and commands In Column, FALL IN. On the command of execution FALL IN, squad members
double-time to their original positions (grounded equipment) in formation and cover on the man to their front.
NOTE: The correct distance between Soldiers in column formation is approximately 36 inches. This distance is one arm’s length plus 6 inches
d. When armed, squad members fall in at Order Arms or Sling Arms. For safety, the
commands Inspection, ARMS; Ready, Port, ARMS; and Order (Sling), ARMS are commanded at the initial formation of the day or when the last command is DISMISSED.
