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).

Competencies of Leadership-From Army Leadership FM 6-22

7-1. Army leaders apply character, presence, intellect, and abilities to the core leader competencies while guiding others toward a common goal and mission accomplishment. Direct leaders influence others person-to-person, such as a team leader who instructs, recognizes achievement, and encourages hard work.

Organizational and strategic leaders influence those in their sphere of influence, including immediate
subordinates and staffs, but often guide their organizations using indirect means of influence. At the direct level, a platoon leader knows what a battalion commander wants done, not because the lieutenant was briefed personally, but because the lieutenant understands the commander’s intent two levels up. The intent creates a critical link between the organizational and direct leadership levels. At all levels, leaders take advantage of formal and informal processes (see Chapter 3) to extend influence beyond the traditional chain of command.

7-2. The leading category of the core leader competencies includes four competencies. Two competencies focus on who is being led and with what degree of authority and influence: leads others and extends influence beyond the chain of command. The other leading competencies address two ways by which leaders to convey influence: leads by example and communicates.

Leads others involves influencing Soldiers or Army civilians in the leader’s unit or organization. This competency has a number of components including setting clear direction,
enforcing standards, and balancing the care of followers against mission requirements so they are a productive resource. Leading within an established chain of command with rules, procedures, and norms differs from leading outside an established organization or across commands.

Extends influence beyond the chain of command requires the ability to operate in an environment, encompassing higher and lower command structures, and using one’s influence outside the traditional chain of command. This includes connecting with joint, allied, and multinational partners, as well as local nationals, and civilian-led governmental or nongovernmental agencies. In this area, leaders often must operate without designated authority
or while their authority is not recognized by others.

Leads by example is essential to leading effectively over the course of time. Whether they intend to or not, leaders provide an example that others consider and use in what they do. This competency reminds every leader to serve as a role model. What leaders do should be grounded in the Army Values and imbued with the Warrior Ethos.

Communicates ensures that leaders attain a clear understanding of what needs to be done and why within their organization. This competency deals with maintaining clear focus on the team’s efforts to achieve goals and tasks for mission accomplishment. It helps build consensus and is a critical tool for successful operations in diverse multinational settings. Successful leaders refine their communicating abilities by developing advanced oral, written, and listening
skills. Commanders use clear and concise mission orders and other standard forms of communication to convey their decisions to subordinates.

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

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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.  

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.

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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Conducting the Counseling

CONDUCT THE COUNSELING SESSION

Army Leadership

Caring Army leaders use a balanced mix of formal and informal counseling and learn to take
advantage of everyday events to provide subordinates with feedback. Counseling opportunities often
appear when leaders encounter subordinates in their daily activities in the field, motor pool, barracks, and
wherever else Soldiers and civilians perform their duties. Even during ad-hoc counseling, leaders should
address the four basic components of a counseling session:

• Opening the session.
• Discussing the issues.
• Developing a plan of action.
• Recording and closing the session.
• Open the Session

In the session opening, the leader counselor states the purpose and establishes a subordinate-centered
setting. The counselor establishes an atmosphere of shared purpose by inviting the subordinate to speak.
An appropriate purpose statement might be “SFC Taylor, the purpose of this counseling is to discuss your
duty performance over the past month and to create a plan to enhance performance and attain performance
goals.” If applicable, start the counseling session by reviewing the status of the current plan of action.

Discuss the Issues
Leader and counseled individual should attempt to develop a mutual and clear understanding of the
counseling issues. Use active listening and invite the subordinate to do most of the talking. Respond and
ask questions without dominating the conversation but help the subordinate better understand the subject of
the counseling session: duty performance, a problem situation and its impact, or potential areas for growth.

Counseling
To reduce the perception of bias or early judgment, both leader and subordinate should provide
examples or cite specific observations. When the issue is substandard performance, the leader must be clear
why the performance did not meet the standard. During the discussion, the leader must clearly establish
what the subordinate must do to meet the standard in the future. It is very important that the leader frames
the issue at hand as substandard performance and prevents the subordinate from labeling the issue as an
unreasonable standard. An exception would be when the leader considers the current standard as negotiable
or is willing to alter the conditions under which the subordinate can meet the standard.

Develop a Plan of Action
A plan of action identifies a method and pathway for achieving a desired result. It specifies what the
subordinate must do to reach agreed-upon goals set during the counseling session. The plan of action must
be specific, showing the subordinate how to modify or maintain his or her behavior. Example: “PFC
Miller, next week you’ll attend the map reading class with 1st Platoon. After the class, SGT Dixon will
personally coach you through the land navigation course. He will help you develop your skills with the
compass. After observing you going through the course with SGT Dixon, I will meet with you again to
determine if you still need additional training.”

Record and Close the Session
Although requirements to record counseling sessions vary, a leader always benefits from
documenting the main points of a counseling session, even the informal ones. Documentation serves as a
ready reference for the agreed-upon plan of action and helps the leader track the subordinate’s
accomplishments, improvements, personal preferences, or problems. A good record of counseling enables
the leader to make proper recommendations for professional development, schools, promotions, and
evaluation reports.

Army regulations require specific written records of counseling for certain personnel actions, such as
barring a Soldier from reenlisting, processing an administrative separation, or placing a Soldier in the
overweight program. When a Soldier faces involuntary separation, the leader must maintain accurate
counseling records. Documentation of substandard actions often conveys a strong message to subordinates
that a further slip in performance or discipline could require more severe action or punishment.

When closing the counseling session, summarize the key points and ask if the subordinate
understands and agrees with the proposed plan of action. With the subordinate present, establish any
follow-up measures necessary to support the successful implementation of the plan of action. Follow-up
measures may include providing the subordinate with specific resources and time, periodic assessments of
the plan, and additional referrals. If possible, schedule future meetings before dismissing the subordinate.

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.

Ranger Creed

RANGER CREED

Recognizing that I volunteered as a Ranger, fully knowing the hazards of my chosen profession, I will always endeavor to uphold the prestige, honor, and high esprit de corps of the Rangers.

Acknowledging the fact that a Ranger is a more elite Soldier who arrives at the cutting edge of battle by land, sea, or air, I accept the fact that as a Ranger my country expects me to move further, faster, and fight harder than any other Soldier.

Never shall I fail my comrades I will always keep myself mentally alert, physically strong, and morally straight and I will shoulder more than my share of the task whatever it may be, one hundred percent and then some.

Gallantly will I show the world that I am a specially selected and well trained Soldier. My courtesy to superior officers, neatness of dress, and care of equipment shall set the example for others to follow.

Energetically will I meet the enemies of my country. I shall defeat them on the field of battle for I am better trained and will fight with all my might. Surrender is not a Ranger word. I will never leave a fallen comrade to fall into the hands of the enemy and under no circumstances will I ever embarrass my country.

Readily will I display the intestinal fortitude required to fight on to the Ranger objective and complete the mission, though I be the lone survivor.

MILITARY AND PROFESSIONAL BEARING

5-5. Pride in self starts with pride in appearance. Army leaders are expected to look and act like professionals. They must know how to wear the appropriate uniform or civilian attire and do so with pride.
Soldiers seen in public with their jackets unbuttoned and ties undone do not send a message of pride and
professionalism. Instead, they let down their unit and fellow Soldiers in the eyes of the American people.
Meeting prescribed height and weight standards is another integral part of the professional role. How
leaders carry themselves when displaying military courtesy and appearance sends a clear signal: I am proud
of my uniform, my unit, and my country.

5-6. Skillful use of professional bearing—fitness, courtesy, and proper military appearance—can also aid in overcoming difficult situations. A professional presents a decent appearance because it commands
respect. Professionals must be competent as well. They look good because they are good.

Individual Physical Readiness Training

INDIVIDUAL
4-32. An ideal unit PRT program strives to give Soldiers the knowledge they need to conduct their own quality PRT sessions between unit assemblies. The program should increase Soldier motivation so they habitually train on their own. Incorporating the PRT activities in this TC into individual duty for training (IDT) periods is one way to effect motivation with the added benefit of providing commanders a physical readiness snapshot. Most of the exercises, drills and activities in this TC support the type of RC unit PRT program described in this section. For example, Soldiers would collectively learn Conditioning Drill 1 during the unit assembly—then train on their own between unit assemblies—raise their proficiency and readiness level at the same time. Soldiers are then prepared for PRT sessions conducted during subsequent IDT and annual training periods. Few of the exercises, drills and activities in this TC require expensive or hard-to-obtain equipment so they can easily be performed individually.

Leader Development

8-51. 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.

8-52. 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.

8-53. The three core domains that shape the critical learning experiences throughout Soldiers’ and leaders’
careers are—

• Institutional training.
• Training, education, and job experience gained during operational assignments.
• Self-development.

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.

The Goal of US Army Physical Readiness Training PRT

GOAL
5-1. The overall goal of the Army Physical Fitness Training Program is to develop Soldiers who are
physically capable and ready to perform their duty assignments or combat roles and to promote good health,
resiliency and physical readiness through exercise. To best plan PRT to achieve this goal, leaders must know
the PRT system. Chapter 2 explains the Army PRT goal. Adherence to the exercise principles of precision,
progression and integration are key to program effectiveness and injury control. These principles of exercise
should be used in developing all PRT schedules.

Site Assessment-From the Ranger Handbook February 2011

Rangers should determine the following information while reconnoitering and selecting a mountain site:

(1) The size, slope, amount of surface debris, and the area covered by shadows and obstacles in and around the site.

(2) The approximate direction, speed, and characteristics of the wind.

(3) The inbound route, if necessary. When the pilot cannot land due to a steep slope, the aircraft may terminate at a hover to off load troops and supplies.

(4) The departure route, which should orient into the wind and over the lowest obstacles.

SH 21-76 Ranger Handbook

SH 21-76 Ranger Handbook is now updated with the latest content. Be sure to check it out...

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 Basis of Leadership

The Basis of Leadership

     All Army team members, Soldiers and civilians alike, must have a basis of understanding
for what leadership is and does. The definitions of leadership and leaders address their
sources of strength in deep-rooted values, the Warrior Ethos, and professional
competence. National and Army values influence the leader’s character and professional
development, instilling a desire to acquire the essential knowledge to lead. Leaders
apply this knowledge within a spectrum of established competencies to achieve
successful mission accomplishment. The roles and functions of Army leaders apply to
the three interconnected levels of leadership: direct, organizational, and strategic. Within
these levels of leadership, cohesive teams can achieve collective excellence when
leadership levels interact effectively.