Active listening helps communicate reception of the subordinate’s message verbally and nonverbally. To capture the message fully, leaders listen to what is said and observe the subordinate’s manners. Key elements of active listening include—
Eye contact. Maintaining eye contact without staring helps show sincere interest. Occasional breaks of eye contact are normal and acceptable, while excessive breaks, paper shuffling, and clock-watching may be perceived as a lack of interest or concern.
Body posture. Being relaxed and comfortable will help put the subordinate at ease. However, a too-relaxed position or slouching may be interpreted as a lack of interest.
Head nods. Occasionally head nodding indicates paying attention and encourages the subordinate to continue.
Facial expressions. Keep facial expressions natural and relaxed to signal a sincere interest.
Verbal expressions. Refrain from talking too much and avoid interrupting. Let the subordinate do the talking, while keeping the discussion on the counseling subject.
Friday, August 2, 2013
Thursday, July 25, 2013
TEAM STRUCTURES
TEAM STRUCTURES
3-54. There are two leader team categories: horizontal and vertical. Horizontal leader teams can also be
either formal (headquarters staffs, major commands) or informal (task forces, advisory boards). Vertical
leader teams can be both formal (commanders and subordinates) and informal (members of a career field or
functional area). Vertical leader teams often share a common background and function, such as intelligence
analysis or logistical support. Vertical and horizontal teams provide structure to organize team training.
3-55. Informal networks often arise both inside and outside formal organizations. Examples of informal
networks include people who share experiences with former coworkers or senior NCOs on an installation
who collaborate to solve a problem. Although leaders occupy positions of legitimate authority, teams are
formed to share information and lessons gained from experience. When groups like this form, they often
take on the same characteristics as formally designed organizations. As such, they develop norms unique to
their network membership and seek legitimacy through their actions.
3-56. Within the informal network, norms develop for acceptable and unacceptable influence. Studies have
shown that groups who do not develop norms of behavior lose their ties and group status.
3-57. The shared leadership process occurs when multiple leaders contribute combined knowledge and
individual authority to lead an organization toward a common goal or mission. Shared leadership involves
sharing authority and responsibility for decision making, planning, and executing.
3-58. Shared leadership is occurring more frequently at both organizational and strategic levels where
leaders of different ranks and positions come together to address specific challenges or missions where preestablished organizational lines of authority may not exist. One such example occurred before Operation
Iraqi Freedom when members of multiple components and Services had to work together to support the
logistics challenges that lay ahead.
3-54. There are two leader team categories: horizontal and vertical. Horizontal leader teams can also be
either formal (headquarters staffs, major commands) or informal (task forces, advisory boards). Vertical
leader teams can be both formal (commanders and subordinates) and informal (members of a career field or
functional area). Vertical leader teams often share a common background and function, such as intelligence
analysis or logistical support. Vertical and horizontal teams provide structure to organize team training.
3-55. Informal networks often arise both inside and outside formal organizations. Examples of informal
networks include people who share experiences with former coworkers or senior NCOs on an installation
who collaborate to solve a problem. Although leaders occupy positions of legitimate authority, teams are
formed to share information and lessons gained from experience. When groups like this form, they often
take on the same characteristics as formally designed organizations. As such, they develop norms unique to
their network membership and seek legitimacy through their actions.
3-56. Within the informal network, norms develop for acceptable and unacceptable influence. Studies have
shown that groups who do not develop norms of behavior lose their ties and group status.
3-57. The shared leadership process occurs when multiple leaders contribute combined knowledge and
individual authority to lead an organization toward a common goal or mission. Shared leadership involves
sharing authority and responsibility for decision making, planning, and executing.
3-58. Shared leadership is occurring more frequently at both organizational and strategic levels where
leaders of different ranks and positions come together to address specific challenges or missions where preestablished organizational lines of authority may not exist. One such example occurred before Operation
Iraqi Freedom when members of multiple components and Services had to work together to support the
logistics challenges that lay ahead.
Thursday, July 18, 2013
Stack Arms
This is great preparation for Basic Training. Right out of the Drill and Ceremonies Manual.
Execute Stack Arms using the following procedures:
a. Stack Arms is executed from Order Arms only. It may be executed while at Normal Interval in a line (squad) or a column formation. Stack Arms is not a precise movement; however, it is executed in a military manner.
b. The leader designates the stackmen by numbers (2-5-8) when in a line formation, orby squad (second or third) when in a column formation. After the stackmen have been designated, the leader then commands Prepare, SLINGS.
c. On the command SLINGS, each stackman places the butt of his rifle on his right hip and cradles it in the crook of his right arm. He then adjusts the sling keeper to form a 2-inch loop next to the upper sling swivel. As soon as he has prepared the loop, he returns to Order Arms.
d. When all stackmen have returned to Order Arms, the leader commands Stack, ARMS. On the command ARMS, each stackman places his rifle directly in front of and centered on his body with the sling facing to the front. The heel of the rifle butt is on the marching surface on line with the toes of his shoes. He grasps the rifle by the handguard with his left hand. The first two fingers of the left hand hold the inner part of the loop against the rifle. He reaches across the front of the rifle with the right hand, grasps the outer part of the loop, and holds it open for the insertion of the other rifles. He holds the rifle vertical at all
times (1, Figure C-5, page C-6).
e. On the command ARMS, the men to the left and right of the stackman perform the following movements simultaneously:
(1) The man on the stackman’s left raises and centers his rifle in front of his body so that his right hand is shoulder high and the rifle is about 4 inches from his chest, with the sling to the front. He then grasps the rifle with his left hand at the small of the stock and lowers both arms, holding the weapon in a horizontal position (1, Figure C-5, page C-6).
(2) The man on the stackman’s right raises and centers his rifle, wrist shoulder high, with the sling facing the front. He then grasps the rifle with his left hand directly below his
right hand, and, in the most convenient manner, grasps the rifle with the right hand at the small of the stock. He then lowers both arms, holding the rifle stock. He then lowers both arms, holding the rifle in a horizontal position (1, Figure C-5, page C-6).
(3) As soon as both men have completed these movements, each moves the foot nearest the stackman 18 inches (Half Left or Right) toward the stackman. In a continuing motion, the man on the stackman’s left inserts the muzzle of his rifle into the loop held by the stackman until the bayonet stud protrudes past the far end of the loop (2, Figure C-5, page
C-6). He holds his rifle in that position until the man on the stackman’s right inserts the muzzle of his rifle through the loop in the same manner and above the muzzle of the rifle of
the left man.
f. When both rifles have been inserted into the loop, the men on each side of the stackman swing the butts of their rifles out and down to the marching surface until the stack is tight with the (two) rifle butts on line and about 2 feet from the baseline.
g. After necessary adjustments have been made, the three men come to Attention (3, Figure C-5).
h. Extra rifles are passed to the nearest stack on the right. As each rifle is passed, it is grasped at the upper part of the handguard with the right hand. Then, with the rifle held
vertical, it is passed with fully extended arm to the right front. The man on the right grasps the rifle at the balance with his left hand, brings the rifle to the center of his body, and regrasps it at the upper part of the handguard with his right hand. This action continues until the stackman receives the rifle and places it on the stack with his right hand as nearly vertical as possible. He places the rifles on the stack with the slings away from the stack (if the second squad is the stack squad, extra rifles are passed to the left).
Execute Stack Arms using the following procedures:
a. Stack Arms is executed from Order Arms only. It may be executed while at Normal Interval in a line (squad) or a column formation. Stack Arms is not a precise movement; however, it is executed in a military manner.
b. The leader designates the stackmen by numbers (2-5-8) when in a line formation, orby squad (second or third) when in a column formation. After the stackmen have been designated, the leader then commands Prepare, SLINGS.
c. On the command SLINGS, each stackman places the butt of his rifle on his right hip and cradles it in the crook of his right arm. He then adjusts the sling keeper to form a 2-inch loop next to the upper sling swivel. As soon as he has prepared the loop, he returns to Order Arms.
d. When all stackmen have returned to Order Arms, the leader commands Stack, ARMS. On the command ARMS, each stackman places his rifle directly in front of and centered on his body with the sling facing to the front. The heel of the rifle butt is on the marching surface on line with the toes of his shoes. He grasps the rifle by the handguard with his left hand. The first two fingers of the left hand hold the inner part of the loop against the rifle. He reaches across the front of the rifle with the right hand, grasps the outer part of the loop, and holds it open for the insertion of the other rifles. He holds the rifle vertical at all
times (1, Figure C-5, page C-6).
e. On the command ARMS, the men to the left and right of the stackman perform the following movements simultaneously:
(1) The man on the stackman’s left raises and centers his rifle in front of his body so that his right hand is shoulder high and the rifle is about 4 inches from his chest, with the sling to the front. He then grasps the rifle with his left hand at the small of the stock and lowers both arms, holding the weapon in a horizontal position (1, Figure C-5, page C-6).
(2) The man on the stackman’s right raises and centers his rifle, wrist shoulder high, with the sling facing the front. He then grasps the rifle with his left hand directly below his
right hand, and, in the most convenient manner, grasps the rifle with the right hand at the small of the stock. He then lowers both arms, holding the rifle stock. He then lowers both arms, holding the rifle in a horizontal position (1, Figure C-5, page C-6).
(3) As soon as both men have completed these movements, each moves the foot nearest the stackman 18 inches (Half Left or Right) toward the stackman. In a continuing motion, the man on the stackman’s left inserts the muzzle of his rifle into the loop held by the stackman until the bayonet stud protrudes past the far end of the loop (2, Figure C-5, page
C-6). He holds his rifle in that position until the man on the stackman’s right inserts the muzzle of his rifle through the loop in the same manner and above the muzzle of the rifle of
the left man.
f. When both rifles have been inserted into the loop, the men on each side of the stackman swing the butts of their rifles out and down to the marching surface until the stack is tight with the (two) rifle butts on line and about 2 feet from the baseline.
g. After necessary adjustments have been made, the three men come to Attention (3, Figure C-5).
h. Extra rifles are passed to the nearest stack on the right. As each rifle is passed, it is grasped at the upper part of the handguard with the right hand. Then, with the rifle held
vertical, it is passed with fully extended arm to the right front. The man on the right grasps the rifle at the balance with his left hand, brings the rifle to the center of his body, and regrasps it at the upper part of the handguard with his right hand. This action continues until the stackman receives the rifle and places it on the stack with his right hand as nearly vertical as possible. He places the rifles on the stack with the slings away from the stack (if the second squad is the stack squad, extra rifles are passed to the left).
Saturday, June 15, 2013
Rainy Street Stories-Reflections on Secret Wars, Espionage and Terrorism — Red Bike Publishing
Rainy Street Stories-Reflections on Secret Wars, Espionage and Terrorism — Red Bike Publishing
Rainy Street Stories is a remarkable collection of vignettes, poems, short essays, prayers, and reflections that like gaslights in the fog help us glimpse the spectral outlines of a shattered world. That shattered world is our world, or the world we once believed we lived in, a world of goodness and moral coherence, but which has been turned by our own greed and violence into a killing field. But Rainy Street Stories also arouses hope that the broken pieces are not scattered beyond recovery, but are waiting for our commitment to reintegrate them into a whole fully lit by our passion for truth and the common good.–Rev. Mr. George Dardess, PhD., Author of “Meeting Islam, A Guide for Christians”, lecturer, Professor of English
Jeffrey W. Bennett, ISP is the owner of Red Bike Publishing. Jeff is an accomplished writer of non-fiction books, novels and periodicals. He also owns Red bike Publishing. Published books include: "Get Rich in a Niche-Insider's Guide to Self Publishing in a Specialized Industry" and "Commitment-A Novel".Jeff is an expert in security and has written many security books including: "Insider's Guide to Security Clearances" and "DoD Security Clearances and Contracts Guidebook".See Red Bike Publishing for print copies of:Army LeadershipThe Ranger HandbookThe Army Physical Readiness ManualDrill and CeremoniesThe ITARThe NISPOM
Rainy Street Stories-Reflections on Secret Wars, Espionage and Terrorism
Rainy Street Stories is a composition of powerful reflections on today’s espionage, terrorism, and secret wars. These stories, essays, and poems by John Davis, himself a retired intelligence officer, take place from Europe, to Asia, and back to the Americas. He lived overseas for many years, where he served as a soldier, civil servant, and gifted linguist. Davis writes with a thoughtful, compassionate, and fair assessment of his lifetime lived during wars and conflicts which were his generation’s legacy from World War II. He recounts mysterious, sometimes strangely suggestive, even curiously puzzling tales. Each will cause the reader to think.
Davis draws from actual encounters from unusual circumstances, in conversations at utterly unexpected times, and chance meetings, historical site visits, or his readings to illustrate his reflections. Moreover, he is influenced by carefully listening to others who experienced history, from attentive study of human nature, observation of international events, but also by remaining open to surprises, the better to distill the essence of a hidden truth. Those people about whom he speculates, events he interprets, motives he muses about, or wonders he reveals will remain with you for a long time. These are not writings to be read in a night, but to be reflected upon over the coming years.
Pre-Oder you copy now
“Rainy Street Stories” is a riveting book that reflects not only how the intelligence community operates but also defines Mr. John Davis’ character. Mr. Davis offers important insights into the historical as well as current challenges the Intelligence Community faces. The factual accounts cited in his book are a must read for all operational and analytical professionals serving in the intelligence community.–Louis J. Kubik – US Marine Corps Reserve, retired, Department of Defense Civilian Counterintelligence Officer with two separate tours with the CIA.
Rainy Street Stories is a wonderful testimony to the crucial importance of truth, goodness and, yes, Grace, in keeping our all too human character from going badly, sometimes horrifically astray. John Davis’ collection of short pieces is an unwavering affirmation of the enduring power of virtuous principles in this often cruel and cynical world. Truly, it deserves to be read by many and its lessons taken deeply to heart.–Gray Sutherland, author of five collections of poetry and a novel.
Rainy Street Stories is a remarkable collection of vignettes, poems, short essays, prayers, and reflections that like gaslights in the fog help us glimpse the spectral outlines of a shattered world. That shattered world is our world, or the world we once believed we lived in, a world of goodness and moral coherence, but which has been turned by our own greed and violence into a killing field. But Rainy Street Stories also arouses hope that the broken pieces are not scattered beyond recovery, but are waiting for our commitment to reintegrate them into a whole fully lit by our passion for truth and the common good.–Rev. Mr. George Dardess, PhD., Author of “Meeting Islam, A Guide for Christians”, lecturer, Professor of English
Poet and counterspy John Davis has written a cache of messages about deceit and loyalty, evil and good, danger and safety in his new “Rainy Street Stories.” His collection strings essays and incidents with poetic impressions interspersed like clues leading down the narrow alley that skirts the border of promise and betrayal, protection and sabotage. The good guys look more like the bad guys – like “secret brothers,” Davis puts it — than anyone could have guessed. This unusual memoir reveals nothing and still tells everything about Davis’ real-life career in Cold War espionage. With vignette tributes to heroes of resistance and musings on true patriotism, this book offers complex and compelling Independence Day reading for the thoughtful American.– Kay Campbell, Huntsville Times award winning journalist
Pre-Oder you copy now
Hard Copy With Dust Cover 170 pages
Jeffrey W. Bennett, ISP is the owner of Red Bike Publishing. Jeff is an accomplished writer of non-fiction books, novels and periodicals. He also owns Red bike Publishing. Published books include: "Get Rich in a Niche-Insider's Guide to Self Publishing in a Specialized Industry" and "Commitment-A Novel".Jeff is an expert in security and has written many security books including: "Insider's Guide to Security Clearances" and "DoD Security Clearances and Contracts Guidebook".See Red Bike Publishing for print copies of:Army LeadershipThe Ranger HandbookThe Army Physical Readiness ManualDrill and CeremoniesThe ITARThe NISPOM
Thursday, May 30, 2013
TOOLS FOR ADAPTABILITY
TOOLS FOR ADAPTABILITY
10-48. Adaptability is an individual’s ability to recognize changes in the environment, identify the critical
elements of the new situation, and trigger changes accordingly to meet new requirements.
Adaptability is an effective change in behavior in response to an altered situation.
10-49. Adaptable leaders scan the environment, derive the key characteristics of the situation, and are
aware of what it will take to perform in the changed environment. Leaders must be particularly observant
for evidence that the environment has changed in unexpected ways. They recognize that they face highly
adaptive adversaries, and operate within dynamic, ever-changing environments. Sometimes what happens
in the same environment changes suddenly and unexpectedly from a calm, relatively safe operation to a
direct fire situation. Other times environments differ (from a combat deployment to a humanitarian one)
and adaptation is required for mind-sets and instincts to change.
10-50. Highly adaptable leaders are comfortable entering unfamiliar environments. They have the proper
frame of mind for operating under mission command orders in any organization (see FM 6-0). Successful
mission command results from subordinate leaders at all echelons exercising disciplined initiative within
the higher commander’s intent. All adaptable leaders can quickly assess the situation and determine the
skills needed to deal with it. If the skills they learned in the past are not sufficient for success in the new
environment, adaptable leaders seek to apply new or modified skills and applicable competencies.
10-48. Adaptability is an individual’s ability to recognize changes in the environment, identify the critical
elements of the new situation, and trigger changes accordingly to meet new requirements.
Adaptability is an effective change in behavior in response to an altered situation.
10-49. Adaptable leaders scan the environment, derive the key characteristics of the situation, and are
aware of what it will take to perform in the changed environment. Leaders must be particularly observant
for evidence that the environment has changed in unexpected ways. They recognize that they face highly
adaptive adversaries, and operate within dynamic, ever-changing environments. Sometimes what happens
in the same environment changes suddenly and unexpectedly from a calm, relatively safe operation to a
direct fire situation. Other times environments differ (from a combat deployment to a humanitarian one)
and adaptation is required for mind-sets and instincts to change.
10-50. Highly adaptable leaders are comfortable entering unfamiliar environments. They have the proper
frame of mind for operating under mission command orders in any organization (see FM 6-0). Successful
mission command results from subordinate leaders at all echelons exercising disciplined initiative within
the higher commander’s intent. All adaptable leaders can quickly assess the situation and determine the
skills needed to deal with it. If the skills they learned in the past are not sufficient for success in the new
environment, adaptable leaders seek to apply new or modified skills and applicable competencies.
Thursday, May 23, 2013
For the Core; Bent-Leg Raise
4 FOR THE CORE
EXERCISE 1: BENT-LEG RAISE
6-46. Lying in the starting position for the sit-up, place the fingers of both hands underneath the small of the
back. Raise the feet off of the ground until both the hips and knees flex to 90 degrees. Holding the head two or three inches off the ground, contract the abdominals as if preparing for a blow to the stomach. Another way to perform this drawing in maneuver is to imagine pulling the navel toward the spine. Think about the amount of pressure on the fingers created by the contraction of the abdominals. Maintain the same degree of pressure while slowly straightening the legs. As soon as the Soldier can no longer maintain the same degree of pressure on his fingers, he brings his legs back to the 90-degree position for three to five seconds, and repeats until one minute has elapsed (Figure 6-6).
 |
| Figure 6-6 Bent Leg Raise |
Find these exercises and more in:
Tuesday, May 7, 2013
Dealing with Ethics and Climate
8-19. A leader is the ethical standard-bearer for the organization, responsible for building an ethical climate that demands and rewards behavior consistent with the Army Values. Other staff specialists—the chaplain, staff judge advocate, inspector general, and equal employment opportunity specialist—assist in shaping and assessing the organization’s ethical climate. Regardless of all the available expert help, the ultimate responsibility to create and maintain an ethical climate rests with the leader.
8-20. Setting a good ethical example does not necessarily mean subordinates will follow it. Some may feel that circumstance justifies unethical behavior. Therefore, the leader must constantly monitor the organization’s ethical climate and take prompt action to correct any discrepancies between the climate and the standard. To effectively monitor organizational climates, leaders can use a periodic Ethical Climate Assessment Survey combined with a focused leader plan of action as follows:
8-20. Setting a good ethical example does not necessarily mean subordinates will follow it. Some may feel that circumstance justifies unethical behavior. Therefore, the leader must constantly monitor the organization’s ethical climate and take prompt action to correct any discrepancies between the climate and the standard. To effectively monitor organizational climates, leaders can use a periodic Ethical Climate Assessment Survey combined with a focused leader plan of action as follows:
- Begin the plan of action by assessing the unit. Observe, interact, and gather feedback from others, or conduct formal assessments of the workplace.
- Analyze gathered information to identify what needs improvement. After identifying what needs improvement, begin developing courses of action to make the improvements.
- Develop a plan of action. First, develop and consider several possible courses of action to correct identified weaknesses. Gather important information, assess the limitations and risks associated with the various courses, identify available key personnel and resources, and verify facts and assumptions. Attempt to predict the outcome for each possible course of action. Based on predictions, select several leader actions to deal with target issues.
- Execute the plan of action by educating, training, or counseling subordinates; instituting new policies or procedures; and revising or enforcing proper systems of rewards and punishment.
- The organization moves towards excellence by improving substandard or weak areas and maintaining conditions that meet or exceed the standard. Finally, periodically reassess the unit to identify new matters of concern or to evaluate the effectiveness of the leader actions.
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