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

Be Sure to Follow Only Legal and Ethical Orders

4-73. Making the right choice and acting on it when faced with an ethical question can be difficult.Sometimes it means standing firm and disagreeing with the boss on ethical grounds. These occasions test character. Situations in which a leader thinks an illegal order is issued can be the most difficult.

4-74. Under normal circumstances, a leader executes a superior leader’s decision with energy and enthusiasm. The only exception would be illegal orders, which a leader has a duty to disobey. If a Soldier perceives that an order is illegal, that Soldier should be sure the details of the order and its original intent are fully understood. The Soldier should seek immediate clarification from the person who gave it before proceeding.

4-75. If the question is more complex, seek legal counsel. If it requires an immediate decision, as may happen in the heat of combat, make the best judgment possible based on the Army Values, personal
experience, critical thinking, and previous study and reflection. There is a risk when a leader disobeys what
may be an illegal order, and it may be the most difficult decision that Soldier ever makes. Nonetheless, that is what competent, confident, and ethical leaders should do.

4-76. While a leader may not be completely prepared for the complex situations, spending time to reflect on the Army Values, studying, and honing personal leadership competencies will help. Talk to superiors,  particularly those who have done the same.

4-77. Living the Army Values and acting ethically is not just for generals and colonels. There are ethicaldecisions made every day in military units and in offices on Army installations across the world. Theyinclude decisions that can directly affect the lives of Soldiers in the field, innocent noncombatants, Army
civilians, as well as American taxpayers. It is up to all Army leaders to make value-based, ethical choices
for the good of the Army and the Nation. Army leaders should have the strength of character to make the right choices.

Duty

Fulfill your obligations.

I go anywhere in the world they tell me to go, any time they tell me to, to fight anybody

they want me to fight. I move my family anywhere they tell me to move, on a day’s notice,

and live in whatever quarters they assign me. I work whenever they tell me to work….

And I like it.

James H. Webb

Former U.S. Marine and Secretary of the Navy (1987-1988)

Duty extends beyond everything required by law, regulation, and orders. Professionals work not just
to meet the minimum standard, but consistently strive to do their very best. Army leaders commit to
excellence in all aspects of their professional responsibility.

Part of fulfilling duty is to exercise initiative—anticipating what needs to be done before being told
what to do. Army leaders exercise initiative when they fulfill the purpose, not merely the letter, of the tasks
they have been assigned and the orders they have received. The task is not complete until the intended
outcome is achieved. When a platoon sergeant tells a squad leader to inspect weapons, the squad leader
only fulfills a minimum obligation when checking weapons. If the squad leader finds weapons that are not
clean or serviced, a sense of duty alerts the leader to go beyond the platoon sergeant’s instructions. To
fulfill that duty, squad leaders must correct the problem and ensure that all the unit’s weapons are up to
standard. When leaders take initiative, they also take full responsibility for their actions and those of their
subordinates. Conscientiousness is a human trait where duty is internalized. Conscientiousness means
having a high sense of responsibility for personal contributions to the Army, demonstrated through
dedicated effort, organization, thoroughness, reliability, and practicality. Conscientiousness consistently
alerts the leader to do what is right—even when tired or demoralized.

In rare cases, a leader’s sense of duty also has to detect and prevent an illegal order. Duty requires
refusal to obey it—leaders have no choice but to do what is ethically and legally right