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.”

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Leader Development

Leader development is a deliberate, continuous, sequential, and progressive process grounded in the
Army Values. It grows Soldiers and civilians into competent and confident leaders capable of directing
teams and organizations to execute decisive action. Leader development is achieved through the lifelong
synthesis of the knowledge, skills, and experiences gained through institutional training and education,
organizational training, operational experience, and self-development.
Leader development takes into consideration that military leaders are inherently Soldiers first and
must be technically and tactically proficient as well as adaptive to change. Army training and leader
development therefore centers on creating trained and ready units, led by competent and confident leaders.
The concept acknowledges an important interaction that trains Soldiers now and develops leaders for the
future.

Running-FM 21-20

Running enables the body to improve  the  transport  of  blood  and  oxygen to the working muscles and brings about positive changes in the muscles’ ability   to  produce   energy.   Running fits well into any physical training pro- gram ‘because a training effect can be attained with only three 20-minute workouts  per  week.

Some  soldiers  may  need  instruction to improve their running ability. The following  style  of  running  is  desired. The head is erect with the body in a straight line or slightly bent forward at the waist. The elbows are bent so the forearms  are  relaxed  and  held  loosely at  waist  level.  The  arms  swing  natu- rally  from  front  to  rear  in  straight lines. (Cross-body arm movements waste  energy.  The  faster  the  run,  the faster the arm action.) The toes point straight  ahead,  and  the  feet  strike  on the  heel  and  push  off  at  the  big  toe.

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.

Resilience-A Leadership Perspective

     Resilient leaders can recover quickly from setbacks, shock, injuries, adversity, and stress while
maintaining their mission and organizational focus. Their resilience rests on will, the inner drive that
compels them to keep going, even when exhausted, hungry, afraid, cold, and wet. Resilience helps leaders
and their organizations to carry difficult missions to their conclusion.
     Resilience and the will to succeed are not sufficient to carry the day during adversity. Competence
and knowledge guide the energies of a strong will to pursue courses of action that lead to success and
victory in battle. The leader’s premier task is to instill resilience and a winning spirit in subordinates. That
begins with tough and realistic training.
     Resilience is essential when pursuing mission accomplishment. No matter what the working
conditions are, a strong personal attitude helps prevail over any adverse external conditions. All members
of the Army—active, reserve, or civilian—will experience situations when it would seem easier to quit
rather than finish the task. During those times, everyone needs an inner source of energy to press on to
mission completion. When things go badly, a leader must draw on inner reserves to persevere.

Army Leadership From an Army Physical Readiness Point of View

Leadership

“The American Soldier…demands professional competence in his leaders in battle; he wants

to know that the job is going to be done right, with no unnecessary casualties. The

noncommissioned officer wearing the chevron is supposed to be the best Soldier in the

platoon, and he is supposed to know how to perform all duties expected of him. The American

Soldier expects his sergeant to be able to teach him how to do his job, and expects even more

from his officers.”

General of the Army Omar N. Bradley

Throughout history, the Army has had confident leaders of character and competence.

Leaders develop through a dynamic process consisting of three equally important training

domains: operational, institutional and self-development IAW AR 350-1. The process

incorporating these domains provides the following key leadership elements:

fundamental military specialty experience; education that instills key competencies;

personal and professional development goals that enable leaders to develop the skills and

the knowledge and attitudes needed for success. Leaders at all levels should understand

that physical readiness training (PRT) improves Soldier resiliency which is a vital

component of a combat-ready force. This chapter addresses the importance of leadership

as it applies to PRT.