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.

Site Assessment-From the Ranger Handbook February 2011

Rangers should determine the following information while reconnoitering and selecting a mountain site:

(1) The size, slope, amount of surface debris, and the area covered by shadows and obstacles in and around the site.

(2) The approximate direction, speed, and characteristics of the wind.

(3) The inbound route, if necessary. When the pilot cannot land due to a steep slope, the aircraft may terminate at a hover to off load troops and supplies.

(4) The departure route, which should orient into the wind and over the lowest obstacles.

IN-QUARTERS INSPECTION (STAND BY)

When the first sergeant wants to conduct an in-quarters inspection, the members are
positioned on line with their equipment (or as near it as possible).
a. The platoon sergeant positions himself in the path of the inspecting officer at a
point near his area of responsibility. At the approach of the inspecting officer, the platoon
sergeant commands Platoon, ATTENTION, salutes, and reports, “Sir, the platoon is
prepared for inspection.”
NOTE: When the situation dictates, the platoon sergeant may report to the inspecting
officer outside of the quarters. A designated individual commands the
members to Attention as the inspector enters the quarters (bay).
b. The platoon sergeant then guides the inspector along a route dictated by the
physical arrangement of the personnel and equipment. Upon entering the area, the highest
ranking soldier present commands AT EASE. As the inspector approaches each
individual or his equipment, the individual automatically assumes the Position of
Attention. When the inspector has moved to the next man, the last man inspected resumes
the position of At Ease. As the inspector begins to exit the area after completing the
inspection, CARRY ON is commanded.
NOTE: When inspecting soldiers’ rooms, Attention is not commanded. The
individuals automatically assume the Position of Attention as the inspector
enters the room. The inspector then commands AT EASE. As the inspector
approaches each soldier, the soldier assumes the Position of Attention and
resumes At Ease after he has been inspected.

The 30-inch Step from the Halt

To march with a 30-inch step from the Halt, the command is Forward, MARCH.
a. On the preparatory command Forward, shift the weight of the body to the right
foot without noticeable movement. On the command of execution MARCH, step
forward 30 inches with the left foot and continue marching with 30-inch steps, keeping
the head and eyes fixed to the front. The arms swing in a natural motion, without
exaggeration and without bending at the elbows, approximately 9 inches straight to the
front and 6 inches straight to the rear of the trouser seams. Keep the fingers curled as in
the Position of Attention so that the fingers just clear the trousers.
b. To Halt while marching, the command Squad (Platoon), HALT is given. The
preparatory command Squad (Platoon) is given as either foot strikes the marching
surface as long as the command of execution HALT is given the next time that same
foot strikes the marching surface. The Halt is executed in two counts. After HALT is
commanded, execute the additional step required after the command of execution and
then bring the trail foot alongside the lead foot, assuming the Position of Attention and
terminating the movement.

The Basis of Leadership

The Basis of Leadership

     All Army team members, Soldiers and civilians alike, must have a basis of understanding
for what leadership is and does. The definitions of leadership and leaders address their
sources of strength in deep-rooted values, the Warrior Ethos, and professional
competence. National and Army values influence the leader’s character and professional
development, instilling a desire to acquire the essential knowledge to lead. Leaders
apply this knowledge within a spectrum of established competencies to achieve
successful mission accomplishment. The roles and functions of Army leaders apply to
the three interconnected levels of leadership: direct, organizational, and strategic. Within
these levels of leadership, cohesive teams can achieve collective excellence when
leadership levels interact effectively.

Army Leadership-Formal and Informal

LEADER TEAMS

Leaders at all levels recognize the Army is a team as well as a team of teams. These teams interact as

numerous functional units, designed to perform necessary tasks and missions that in unison produce the

collective effort of all Army components. Everyone belongs to a team, serving as either leader or

responsible subordinate. For these teams to function at their best, leaders and followers must develop

mutual trust and respect, recognize existing talents, and willingly contribute talents and abilities for the

common good of the organization. Leadership within the teams that make up Army usually comes in two

forms:

•  Legitimate (formal).
•  Influential (informal).

FORMAL LEADERSHIP

Legitimate or formal leadership is granted to individuals by virtue of assignment to positions of

responsibility and is a function of rank and experience. The positions themselves are based on the leader’s

level of job experience and training. One selection process used for the assignment of legitimate authority

is the command selection board. Similar to a promotion board, the selection board uses past performance

and potential for success to select officers for command positions. NCOs assume legitimate authority when

assigned as a platoon sergeant, first sergeant, or command sergeant major. These positions bring with them

the duty to recommend disciplinary actions and advancement or promotion.

 

The Uniform Code of Military Justice supports military leaders in positions of legitimate authority.

Regardless of the quality of leadership exhibited by organizationally appointed leaders, they possess the

legal right to impose their will on subordinates, using legal orders and directives.

 

INFORMAL LEADERSHIP

Informal leadership can be found throughout organizations, and while it can play an important role

in mission accomplishment, it should never undermine legitimate authority. All members of the Army

could find themselves in a position to serve as a leader at any time. Informal leadership is not based on any

particular rank or position in the organizational hierarchy. It can arise from the knowledge gained from

experience and sometimes requires initiative on the part of the individual to assume responsibility not

designated to his position. Therefore, even the most junior member may be able to influence the decision of

the highest organizational authority. As the final decision maker, the formal leader is ultimately responsible

for legitimizing an informal leader’s course of action.