Influence

When extending influence beyond the traditional chain, leaders often have to influence without
authority designated or implied by rank or position. Civilian and military leaders often find themselves in
situations where they must build informal teams to accomplish organizational tasks.

A unique aspect of extending influence is that those who are targets of influence outside the chain
may not even recognize or willingly accept the authority that an Army leader has. Often informal teams
must be created in situations where there are no official chains of authority. In some cases, it may require
leaders to establish their credentials and capability for leading others. At other times, leaders may need to
interact as a persuasive force but not from an obvious position and attitude of power.

The key element of extending influence and building teams is the creation of a common vision
among prospective team members. At times leaders may need to interact with others as a persuasive
influence but not from an obvious position and attitude of power.

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.

IMPLICATIONS FOR ORGANIZATIONAL LEADERS AND UNIT COMMANDERS

 To be effective team builders, organizational leaders and commanders must be able to identify and
interact with both formal and informal teams, including—

• The traditional chain of command.
• Chains of coordination directing joint, interagency, and multinational organizations.
• Chains of functional support combining commanders and staff officers.

Although leading through other leaders is a decentralized process, it does not imply a commander or
supervisor cannot step in and temporarily take active control if the need arises. However, bypassing the
habitual chain of command should be by exception and focused on solving an urgent problem or guiding
an organization back on track with the leader’s original guidance