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.

The Oath

Upon taking the oath to become an Army leader, Soldiers, and Army civilians enter into a sacred agreement
with the Nation and their subordinates. The men and women of the Army are capable of extraordinary feats of
courage and sacrifice as they have proven on countless battlefields from the Revolutionary War to the War on
Terrorism. These Soldiers and Army civilians display great patience, persistence, and tremendous loyalty as
they perform their duty to the Nation in thousands of orderly rooms, offices, motor pools, and training areas
around the world, no matter how difficult, tedious, or risky the task. In return, they deserve competent,
professional, and ethical leadership. They expect their Army leaders to respect them as valued members of
effective and cohesive organizations and to embrace the essence of leadership.

Foreword

Competent leaders of character are necessary for the Army to meet the challenges in the
dangerous and complex security environment we face.
FM 6-22 is the Army’s keystone field manual on leadership. It establishes leadership
doctrine and fundamental principles for all officers, noncommissioned officers, and
Army civilians across all components.
This manual uses the BE-KNOW-DO concept to express what is required of Army
leaders. It is critical that Army leaders be agile, multiskilled pentathletes who have
strong moral character, broad knowledge, and keen intellect. They must display these
attributes and leader competencies bound by the concept of the Warrior Ethos. Leaders
must be committed to lifelong learning to remain relevant and ready during a career of
service to the Nation.
Army leaders must set the example, teach, and mentor, and this manual provides the
principles, concepts, and training to accomplish this important task on which America
depends.

PETER J. SCHOOMAKER
General, United States Army
Chief of Staff