Leadership Challenges

Each day as a leader brings new challenges. Some of these challenges are predictable based on
experiences. Some are unpredictable, surfacing because of a situation or place in time in which Soldiers
find themselves. Leaders must be prepared to face the effects of stress, fear in combat, external influences
from the media, the geopolitical climate, and the impact of changing technology.

Some of these factors are mitigated through awareness, proper training, and open and frank
discussion. The Army must consider these external influences and plan accordingly. An effective leader
recognizes the tools needed to adapt in changing situations

CHARACTER AND BELIEFS

4-57. Beliefs matter because they help people understand their experiences. Those experiences provide a
start point for what to do in everyday situations. Beliefs are convictions people hold as true. Values are
deep-seated personal beliefs that shape a person’s behavior. Values and beliefs are central to character.

4-58. Army leaders should recognize the role beliefs play in preparing Soldiers for battle. Soldiers often
fight and win against tremendous odds when they are convinced of the beliefs for which they are fighting.
Commitment to such beliefs as justice, liberty, and freedom can be essential ingredients in creating and
sustaining the will to fight and prevail. Warrior Ethos is another special case of beliefs.

4-59. Beliefs derive from upbringing, culture, religious backgrounds, and traditions. As a result, different
moral beliefs have, and will, continue to be shaped by diverse religious and philosophical traditions. Army
leaders serve a Nation that protects the fundamental principle that people are free to choose their own
beliefs. America’s strength derives and benefits from that diversity. Effective leaders are careful not to
require their people to violate their beliefs by ordering or encouraging illegal or unethical actions.

4-60. America’s Constitution reflects fundamental national principles. One of these principles is the
guarantee of freedom of religion. The Army places a high value on the rights of its Soldiers to observe
tenets of their respective religious faiths while respecting individual differences in moral background and
personal conviction. While religious beliefs and practices remain a decision of individual conscience,
Army leaders are responsible for ensuring their Soldiers and civilians have the opportunity to practice their
religion. Commanders, in accordance with regulatory guidance, normally approve requests for
accommodation of religious practices unless they will have an adverse impact on unit readiness, individual
readiness, unit cohesion, morale, discipline, safety, and/or health. At the same time, no leader may apply
undue influence, coerce, or harass subordinates with reference to matters of religion. Chaplains are staff
officers with specialized training and specific responsibilities for ensuring the free exercise of religion and
are available to advise and assist Army leaders at every level.

4-61. A common theme expressed by American prisoners of war during the Korean and Vietnam wars was
the importance of beliefs instilled by a common American culture. Those beliefs helped them to withstand
torture and the hardships of captivity.

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.

What is an NCO-Leadership lessons

NONCOMMISSIONED OFFICERS - Excerpt from Army Leadership

NCOs conduct the daily operations of the Army. The NCO corps has adopted a vision that defines
their role within the Army organization.

The Army relies on NCOs who are capable of executing complex tactical operations, making intentdriven
decisions, and who can operate in joint, interagency, and multinational scenarios. They must take
the information provided by their leaders and pass it on to their subordinates. Soldiers look to their NCOs
for solutions, guidance, and inspiration. Soldiers can relate to NCOs since NCOs are promoted from the
junior enlisted ranks. They expect them to be the buffer, filtering information from the commissioned
officers and providing them with the day-to-day guidance to get the job done. To answer the challenges of
the contemporary operating environment, NCOs must train their Soldiers to cope, prepare, and perform no
matter what the situation. In short, the Army NCO of today is a warrior-leader of strong character,
comfortable in every role outlined in the NCO Corps’ vision.

NCO leaders are responsible for setting and maintaining high-quality standards and discipline. They
are the standard-bearers. Throughout history, flags have served as rallying points for Soldiers, and because
of their symbolic importance, NCOs are entrusted with maintaining them. In a similar sense, NCOs are also
accountable for caring for Soldiers and setting the example for them.

NCOs live and work every day with Soldiers. The first people that new recruits encounter when
joining the Army are NCOs. NCOs process Soldiers for enlistment, teach basic Soldier skills, and
demonstrate how to respect superior officers. Even after transition from civilian to Soldier is complete, the
NCO is the key direct leader and trainer for individual, team, and crew skills at the unit level.

While preparing Soldiers for the mission ahead, the NCO trainer always stresses the basics of
fieldcraft and physical hardening. He knows that the tools provided by technology will not reduce the need
for mentally and physically fit Soldiers. Soldiers will continue to carry heavy loads, convoy for hours or
days, and clear terrorists from caves and urban strongholds. With sleep often neglected in fast-paced
operations, tactical success and failure is a direct correlation to the Soldiers’ level of physical fitness.
Taking care of Soldiers means making sure they are prepared for whatever challenge lies ahead.

NCOs have other roles as trainers, mentors, communicators, and advisors. When junior officers first
serve in the Army, their NCO helps to train and mold them. When lieutenants make mistakes, seasoned
NCOs can step in and guide the young officers back on track. Doing so ensures mission accomplishment
and Soldier safety while forming professional and personal bonds with the officers based on mutual trust
and common goals. “Watching each other’s back” is a fundamental step in team building and cohesion.

For battalion commanders, the command sergeant major is an important source of knowledge and
discipline for all enlisted matters within the battalion. At the highest level, the Sergeant Major of the Army
is the Army Chief of Staff’s personal advisor, recommending policy to support Soldiers and constantly
meeting with and checking Soldiers throughout the Army.

High Performance Teams

Maybe you think you are alone, fighting the one person fight that many leaders face. However, you would be wrong to assume that the head of a squad, platoon company, gang or other organziation, you arethe only one responsible for coming up with solutions. Leaders should not the only one with a vested interest in making an organziation better. So how does the supervisor or leader create a teaming environment or create a program where everyone works together?

Through High Performance Teams

High performance teams (HPT) are the most effective types of entities. Where groups form, storm and norm, HPTs go further to create a body more capable than any individual. They do this by agreeing to rules and primarily keeping in mind that throughout any process or problem, it’s not about the individual, it’s about the group. This allows the organization to benefit as a whole as each member sacrifices their individual desires. The members do not lose or give up the individuality that makes them unique. It does not stifle individual creativity. What each individual sacrifices are selfish desires and the need for self importance.

HPTs consists of a small number of people with complementary skills. Individual members of HPTs are committed to a common goal and hold themselves mutually accountable. This structure and assembly of individual core competencies, skills and capabilities create a superpower stronger than any one person could ever be.

 The charter defines the standards the HPT will perform under. It provides the purpose vision, norms, goals, expectations and procedures. The charter is the rudder that keeps the group focused and forms the basis for group discipline and accountability. For example, if someone arrives late or makes fun of another member’s contribution, corrections can be made by referring to the charter. Additionally, if the group loses focus, the members can refer to the vision and goals.

While the charter provides the fundamentals other dynamics provide the groups personality and incredible effectiveness. Typically, all groups go through a forming, storming, norming, and performing, but that’s where a group’s effectiveness ends. There is a distinct difference between groups and teams.

Teams build on the four stages by engaging collective performance, positive environment, holding individuals and the entire group accountable for charter guidelines and taking advantage of complementary skills. This again increases effectiveness and provides results associated with the capabilities of the HPT.

Anyone can form an HTP and especially so for highly effective formal and informal leader. Let’s for the sake of relativity, consider a small unit leader. In other words, how can an HPT help?

Start with the charter. A leader can form an HPT from all business units. Since the leader is responsible for welfare of the organization, they may either suggest or take the lead and form the group. Once in the group, the individuals begin to discuss the vision, norms and etc. Such topics to tackle might include policy, manning, training, emergency operations planning, and communication for starters. A multi organizational HPT can bring depth and breadth to a stagnant work project.

The difficulty for some leaders will be to sacrifice their will and turn over problems for a group to solve. That’s natural, but one of the benefits is that security is now part of the organization’s DNA and not just a “necessary evil”.  The effective group will have capabilities beyond just the one leader. The tradeoff is perfect and the results impressive.

Here are recommendations for forming an HPT

Engage-Invite interested parties-canvas your unit or sister organziations and determine who might be interested in joining this group. You may need to build security allies who might help you recruit effective individuals

Focus-Develop a game plan and respect other members time. You can increase effectiveness with a charter as described above

Accountability-Have meeting minutes and document your work and products. Be sure to capture all important decisions and who will act on them. When the group assigns responsibilities to individuals, they tend to come through

Followup-Let the group know you appreciate their efforts. Better yet, assign credit to your group members and ensure the executives and department heads (if they aren’t part of the group) understand who the members are and to buy in on decisions.

Have fun-This is a time to allow creativity. Work within the confines of governing regulations and corporate policy, but allow out of the box thinking.