How to Influence Others US Army Style

7-14. Apprising happens when the leader explains why a request will benefit a follower, such as giving them greater satisfaction in their work or performing a task a certain way that will save half the time. In contrast to the exchange technique, the benefits are out of the control of the leader. A commander may use the apprising technique to inform a newly assigned noncommissioned officer that serving in an operational staff position, prior to serving as a platoon sergeant, could provide him with invaluable experience. The
commander points out that the additional knowledge may help the NCO achieve higher performance than
his peers and possibly lead to an accelerated promotion to first sergeant.

7-15. Inspiration occurs when the leader fires up enthusiasm for a request by arousing strong emotions to build conviction. A leader may stress to a fellow officer that without help, the safety of the team may be at risk. By appropriately stressing the results of stronger commitment, a unit leader can inspire followers to surpass minimal standards and reach elite performance status.

7-16. Participation occurs when the leader asks a follower to take part in planning how to address a problem or meet an objective. Active participation leads to an increased sense of worth and recognition. It provides value to the effort and builds commitment to execute the commitment. Invitation to get involved is critical when senior leaders try to institutionalize a vision for long-term change. By involving key leaders of all levels during the planning phases, senior leaders ensure that their followers take stock in the vision.
These subordinates will later be able to pursue critical intermediate and long-term objectives, even after
senior leaders have moved on.

7-17. Relationship building is a technique in which leaders build positive rapport and a relationship of mutual trust, making followers more willing to support requests. Examples include, showing personal interest in a follower’s well-being, offering praise, and understanding a follower’s perspective. This technique is best used over time. It is unrealistic to expect it can be applied hastily when it has not been
previously used. With time, this approach can be a consistently effective way to gain commitment from
followers.

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4-5. BASIC MARCHING INFORMATION-Army Drill and Ceremonies

This basic marching information pertains to all marching movements.
a. All marching movements executed from the Halt are initiated from the Position of Attention.
b. Except for Route Step March and At Ease March, all marching movements are executed while marching at Attention. Marching at Attention is the combination of the
Position of Attention and the procedures for the prescribed step executed simultaneously.
c. When executed from the Halt, all steps except Right Step begin with the left foot.
d. For short-distance marching movements, the commander may designate the number of steps forward, backward, or sideward by giving the appropriate command: One step to the right (left), MARCH; or, Two steps backward (forward), MARCH. On the command of execution MARCH, step off with the appropriate foot, and halt automatically after
completing the number of steps designated. Unless otherwise specified, when directed to execute steps forward, the steps will be 30-inch steps.
e. All marching movements are executed in the cadence of Quick Time (120 steps per minute), except the 30-inch step, which may be executed in the cadence of 180 steps per
minute on the command Double Time, MARCH.
f. A step is the prescribed distance from one heel to the other heel of a marching Soldier.
g. All 15-inch steps are executed for a short distance only.

Influence Techniques-U.S. Army Leadership

Influence Techniques

7-7. Leaders use several specific techniques for influence that fall along a continuum between compliance and commitment. The ten techniques described below seek different degrees of compliance or commitment  ranging from pressure at the compliance end to relations building at the commitment end.

7-8. Pressure is applied when leaders use explicit demands to achieve compliance, such as establishing
task completion deadlines with negative consequences imposed for unmet completion. Indirect pressure includes persistent reminders of the request and frequent checking. This technique should be used infrequently since it tends to trigger resentment from followers, especially if the leader-exerted pressure becomes too severe. When followers perceive that pressures are not mission related but originate from their leader’s attempt to please superiors for personal recognition, resentment can quickly undermine an organization’s morale, cohesion, and quality of performance. Pressure is a good choice when the stakes are high, time is short, and previous attempts at achieving commitment have not been successful.

7-9. Legitimate requests occur when leaders refer to their source of authority to establish the basis for a
request. In the military, certain jobs must be done regardless of circumstances when subordinate leaders
receive legitimate orders from higher headquarters. Reference to one’s position suggests to those who are
being influenced that there is the potential for official action if the request is not completed.

Army Leadership Compliance and Commitment

LEADS OTHERS
7-3. Former Army Chief of Staff Creighton W. Abrams once said,

The Army is people; its readiness to fight depends upon the readiness of its people,
individually and as units. We improve our readiness and foster a ready state of mind by
training, motivating and supporting our people, and by giving them a sense of
participation in the Army’s important endeavors.

7-4. All of the Army’s core leader competencies, especially leading others, involve influence. Army leaders can draw on a variety of techniques to influence others. These range from obtaining compliance to building a commitment to achieve. Compliance is the act of conforming to a specific requirement or demand. Commitment is willing dedication or allegiance to a cause or organization. Resistance is the opposite of compliance and commitment. There are many techniques for influencing others to comply or commit, and leaders can use one or more of them to fit to the specifics of any situation.

COMPLIANCE AND COMMITMENT
7-5. Compliance-focused influence is based primarily on the leader’s authority. Giving a direct order to a follower is one approach to obtain compliance during a task. Compliance is appropriate for short-term, immediate requirements and for situations where little risk can be tolerated. Compliance techniques are also appropriate for leaders to use with others who are relatively unfamiliar with their tasks or unwilling or
unable to commit fully to the request. If something needs to be done with little time for delay, and there is not a great need for a subordinate to understand why the request is made, then compliance is an acceptable approach. Compliance-focused influence is not particularly effective when a leader’s greatest aim is to create initiative and high esteem within the team.

7-6. Commitment-focused influence generally produces longer lasting and broader effects. Whereas compliance only changes a follower’s behavior, commitment reaches deeper—changing attitudes and beliefs, as well as behavior. For example, when a leader builds responsibility among followers, they will likely demonstrate more initiative, personal involvement, and creativity. Commitment grows from an individual’s desire to gain a sense of control and develop self-worth by contributing to the organization.
Depending on the objective of the influence, leaders can strengthen commitment by reinforcing followers’
identification with the Nation (loyalty), the Army (professionalism), the unit or organization (selfless
service), the leadership in a unit (respect), and to the job (duty).

Fix or Unfix Bayonets

The command to Fix or Unfix Bayonets is given from Order Arms only. The movement is executed in a military manner but not in cadence.

NOTE: The bayonet scabbard is worn on the left side with the tip of the scabbard on line with the trouser leg seam and the barrel ring to the front.

a. To Fix Bayonets, the command is Fix, BAYONETS. On the command of execution BAYONETS, grasp the rifle barrel with the right hand, raise the rifle slightly, and place the
butt of the rifle between the feet, with the magazine well to the front. Grasp the rifle barrel with the left hand and move the muzzle to the left front. With the right hand, unsnap the
scabbard securing strap and withdraw the bayonet. Keeping the eyes on the bayonet point, turn the point skyward and attach the bayonet to the rifle. To engage the bayonet stud on the rifle with the base of the bayonet, grasp the handle, apply downward pressure until a click is heard, and then apply limited upward pressure to ensure that the bayonet is seated securely.

Resnap the scabbard securing strap with the right hand and then come to Order Arms.

b. To Unfix Bayonets, the command is Unfix, BAYONETS. On the command of execution BAYONETS, grasp the rifle barrel with the right hand at the handle of the bayonet and place the rifle butt between the feet with the magazine well to the front. Move the muzzle to the left with the left hand and secure it. 

Unsnap the scabbard securing strap with the right hand, then grasp the bayonet handle with the left hand and release the bayonet from the rifle muzzle with the left hand. Keeping the eyes on the bayonet point, return the bayonet to the scabbard and insert it with the barrel ring facing to the front. 

Resnap the scabbard securing strap and come to Order Arms. For safety, if the bayonet is difficult to remove from the rifle,
stick the bayonet point into the marching surface, bend over, and depress the catch mechanism with the left hand while pulling upward on the rifle with the right hand.

Army Leadership on Leading

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.

M249, Drill and Ceremonies

The M249 is carried at Sling Arms in the same manner as the M16. All individual drill movements (as applicable) are executed while at Sling Arms. When At Ease or Rest is
commanded (from Parade Rest), the Soldier unslings the weapon and places the butt of the weapon on the marching surface beside his right foot. The only manual of arms movements that may be executed are Present Arms (Present Arms at Sling Arms), Unsling Arms, Inspection Arms, and Ready Port Arms. (Inspection Arms and Ready Port Arms may only be executed from the Order Arms position.) During all other manual of arms movements, the Soldier remains at Sling Arms.

a. Inspection Arms with the M249. The command for this movement is Inspection, ARMS.

b. On the command of execution ARMS, execute Port Arms from Order Arms in two counts. On count three, grasp the pistol grip with the right hand and reach under the weapon
with the left hand and grasp the cocking handle (the back of the hand faces toward the muzzle). On count four, sharply push the cocking handle rearward so that the bolt is locked
to the rear. On count five, sharply return the cocking handle to its original position. On count six, bring the left hand between the body and weapon, unlock the feed tray cover (with the thumb and forefinger), and raise the feed tray cover. On count seven, grasp the feed tray with the left hand, open the feed tray and feed tray cover as far as possible, and observe the chamber. On count eight, regrasp the handguard with the left hand and the comb of the stock with the right hand, and come to Inspection Arms (Figure E-2).

c. Ready, Port ARMS is the only command that is given from Inspection Arms. On the command Ready, grasp the pistol grip with the right hand and the feed tray cover with the
left hand and close the feed tray cover. On the command Port, grasp the cocking handle with the left hand and sharply push the cocking handle to its most rearward position. On the command ARMS, pull the trigger with the right forefinger and ride the bolt forward with the left hand, then return to the Port Arms position (Figure E-2).

Figure E-2

The Power Jump Sergeant!

CONDITIONING DRILL 1

EXERCISE 1: POWER JUMP
Purpose: This exercise reinforces correct jumping and landing, stimulates balance and coordination, and
develops explosive strength (Figure 9-2).
Starting Position: Straddle stance with hands on hips.
Cadence: MODERATE

Count:
1. Squat with the heels flat as the spine rounds forward to allow the straight arms to reach to the
ground, attempting to touch with the palms of the hands.
2. Jump forcefully in the air, vigorously raising arms overhead, with palms facing inward.
3. Control the landing and repeat count 1.
4. Return to the starting position.
Figure 9-2. Power jump
Check Points:

At the starting position, tighten the abdominals to stabilize the trunk.

On counts 1 and 3, keep the back generally straight with the head up and the eyes forward.

On count 2, the arms should be extended fully overhead. The trunk and legs should also be in line.

On each landing, the feet are directed forward and maintained at shoulder distance apart. The landing should be “soft” and proceed from the balls of the feet to the heels. The vertical line from the shoulders through the knees to the balls of the feet should be demonstrated on each landing.

Precaution: N/A

Find more exercises here:

Basic Marching - Getting Started

4-6. THE 30-INCH STEP 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.  

4-4. HAND SALUTE

The Hand Salute is a one-count movement. The command is Present, ARMS. The Hand Salute may be executed while marching. When marching, only the Soldier in charge of the 
formation salutes and acknowledges salutes. When double-timing, an individual Soldier must come to Quick Time before saluting. 

a. When wearing headgear with a visor (with or without glasses), on the command of execution ARMS, raise the right hand sharply, fingers and thumb extended and joined, palm 
facing down, and place the tip of the right forefinger on the rim of the visor slightly to the right of the right eye. The outer edge of the hand is barely canted downward so that neither 
the back of the hand nor the palm is clearly visible from the front. The hand and wrist are straight, the elbow inclined slightly forward, and the upper arm horizontal. 

b. When wearing headgear without a visor (or uncovered) and not wearing glasses, execute the Hand Salute in the same manner as previously described, except touch the tip of 
the right forefinger to the forehead near and slightly to the right of the right eyebrow.

c. When wearing headgear without a visor (or uncovered) and wearing glasses, execute the Hand Salute in the same manner as previously described, except touch the tip of the right forefinger to that point on the glasses where the temple piece of the frame meets the right edge of the right brow. 

d. Order Arms from the Hand Salute is a one-count movement. The command is Order, ARMS. On the command of execution ARMS, return the hand sharply to the side, resuming the Position of Attention. 

e. When reporting or rendering courtesy to an individual, turn the head and eyes toward the person addressed and simultaneously salute. In this situation, the actions are executed without command. The Salute is initiated by the subordinate at the appropriate time (six paces) and terminated upon acknowledgment. 

Army Leaders and Mud Runs

I see more and  more soldiers and members of other services working as a team to conquer obstacles on mission. In fact, I served in the army and have always loved the "accomplish" the mission attitude. I'm seeing more and more of you on the mud run courses battling obstacle after obstacle and representing well. Army Strong is alive and well.

Here are some exercises to add to your daily dozen. Get your teams, squads or buddies together and ready to rattle some cages at your next race. Join our blog or Facebook pages for your daily dose of preparation.

Here's just a sample:
Ok, I decided enough was enough and started back to training in earnest. Since I did the Spartan Sprint Atlanta in 1:06, I decided to see how long the run portion might be. I did a 4.5 mile for personal record and made it in 33 minutes. Now I have a strategy on where to improve my time. I have to figure out how to break down training that shows 33 minutes for the run and 33 minutes for the obstacles. I know there are variables, but it's a start.

Obstacle 1-5 pull ups with leg lifts
Obstacle 2-5 chin ups with leg lifts
Obstacle 3-5 alternate grip pull ups with leg lifts

Run 4.5 miles
Obstacle 4-run up steep embankment
Obstacle 5-jump over obstacle
Obstacle 6-jump over obstacle

Obstacle 7-10 burpees
Obstacle 8-5 lunges on each leg
Obstacle 9-10 burpees
Obstacle 10-5 side lunges on each leg
Obstacle 11-10 burpees
Obstacle 12-30 air squats
Obstacle 13-5 pull ups with leg lifts
Obstacle 14-5 chin ups with leg lifts
Obstacle 15-5 alternate grip pull ups with leg lifts

Stretch

How to March, Army Style

This basic marching information pertains to all marching movements.

a.   All marching movements executed from the Halt are initiated from the Position of Attention.

b.   Except for Route Step March  and At Ease March,  all marching movements are executed while marching at Attention. Marching at Attention is the combination of the Position of Attention and the procedures for the prescribed step executed simultaneously.

c.   When executed from the Halt, all steps except Right Step begin with the left foot.(See Chapter 3, paragraph 3-1a and paragraph 4-15a.)

d.   For short-distance marching movements, the commander may designate the numberof steps forward, backward, or sideward by giving the appropriate command: One step to the right (left), MARCH; or, Two steps backward (forward), MARCH. On the command of execution  MARCH,  step  
off  with  the  appropriate  foot,  and  halt  automatically  after completing the number of steps designated. Unless otherwise specified, when directed to execute steps forward, the steps will be 30-inch steps.

e.   All marching movements are executed in the cadence of Quick Time (120 steps per minute), except the 30-inch step, which may be executed in the cadence of 180 steps per minute on the command Double Time, MARCH.

f.   A step is the prescribed distance from one heel to the other heel of a marching Soldier.

g.   All 15-inch steps are executed for a short distance only.

Building Team Skills and Processes From FM 6-22

The cohesion that matters on the battlefield is that which is developed at the company,

platoon, and squad levels….

General Edward C. Meyer

Chief of Staff, Army (1979-1983)

The national cause, the purpose of the mission, and many other concerns may not be visible from the Soldier’s perspective on the battlefield. Regardless of larger issues, Soldiers perform for the other people in the squad or section, for others on the team or crew, for the person on their right or left. It is a fundamental truth, born from the Warrior Ethos. Soldiers get the job done because they do not want to let their friends down. Similarly, Army civilians feel part of the installation and organizational team and want to be winners.

Developing close teams takes hard work, patience, and interpersonal skill on the part of the leader. It is a worthwhile investment because good teams complete missions on time with given resources and a minimum of wasted effort. In combat, cohesive teams are the most effective and take the fewest casualties.

Characteristics of Teams and Team Building-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.

Drill and Ceremonies

3-8. INFLECTION
Inflection is the rise and fall in pitch and the tone changes of the voice.

a. The preparatory command is the command that indicates movement. Pronounce each preparatory command with a rising inflection. The most desirable pitch, when beginning a
preparatory command, is near the level of the natural speaking voice. A common fault with beginners is to start the preparatory command in a pitch so high that, after employing a rising inflection for the preparatory command, it is impossible to give the command of execution with clarity or without strain. A good rule to remember is to begin a command near the natural pitch of the voice.

b. The command of execution is the command that indicates when a movement is to be executed. Give it in a sharper tone and in a slightly higher pitch than the last syllable of the preparatory command. It must be given with plenty of snap. The best way to develop a command voice is to practice.

c. In combined commands, such as FALL IN and FALL OUT, the preparatory command and command of execution are combined. Give these commands without inflection and with the uniform high pitch and loudness of a normal command of
execution.

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.

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.

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.

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.