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.
To execute Left Shoulder Arms (Figure 5-8) use the following procedures:
a. Left Shoulder Arms from Order Arms is a four-count movement. The command is Left Shoulder, ARMS.
(1) On the command of execution ARMS, execute Port Arms in two counts.
(2) On count three, release the grasp of the left hand and (without moving the head) place the rifle on the left shoulder with the right hand (with the sights up), keeping the right
elbow down. At the same time, regrasp the rifle with the left hand with the heel of the butt between the first two fingers and with the thumb and forefinger touching. The left forearm is horizontal, and the left upper arm is against the side and on line with the back.
(3) On count four, move the right hand to the right side as in the Position of Attention.
b. Order Arms from Left Shoulder Arms is a five-count movement. The command is Order, ARMS.
(1) On the command of execution ARMS, move the right hand up and across the body and grasp the small of the stock, keeping the right elbow down.
(2) On count two (without moving the head), release the grasp of the left hand and with the right hand move the rifle diagonally across the body (sights up) about 4 inches from
the waist. At the same time, regrasp the handguard just forward of the slip ring with the left hand, and resume Port Arms.
(3) Counts three, four, and five are the same as Order Arms from Port Arms (Figure 5-4, page 5-5).
The command to Fix or Unfix Bayonets is given from Order Arms only. The movement is executed in a military manner but not in cadence.
NOTE: The bayonet scabbard is worn on the left side with the tip of the scabbard on line with the trouser leg seam and the barrel ring to the front.
a. To Fix Bayonets, the command is Fix, BAYONETS. On the command of execution BAYONETS, grasp the rifle barrel with the right hand, raise the rifle slightly, and place the
butt of the rifle between the feet, with the magazine well to the front. Grasp the rifle barrel with the left hand and move the muzzle to the left front. With the right hand, unsnap the
scabbard securing strap and withdraw the bayonet. Keeping the eyes on the bayonet point, turn the point skyward and attach the bayonet to the rifle. To engage the bayonet stud on the rifle with the base of the bayonet, grasp the handle, apply downward pressure until a click is heard, and then apply limited upward pressure to ensure that the bayonet is seated securely.
Resnap the scabbard securing strap with the right hand and then come to Order Arms.
b. To Unfix Bayonets, the command is Unfix, BAYONETS. On the command of execution BAYONETS, grasp the rifle barrel with the right hand at the handle of the bayonet and place the rifle butt between the feet with the magazine well to the front. Move the muzzle to the left with the left hand and secure it.
Unsnap the scabbard securing strap with the right hand, then grasp the bayonet handle with the left hand and release the bayonet from the rifle muzzle with the left hand. Keeping the eyes on the bayonet point, return the bayonet to the scabbard and insert it with the barrel ring facing to the front.
Resnap the scabbard securing strap and come to Order Arms. For safety, if the bayonet is difficult to remove from the rifle,
stick the bayonet point into the marching surface, bend over, and depress the catch mechanism with the left hand while pulling upward on the rifle with the right hand.
Chapter 11
Organizational Leadership
11-1. Whether they fight for key terrain in combat or work to achieve readiness in peacetime training, organizational leaders must be able to translate complex concepts into understandable operational and tactical plans and decisive action. Organizational leaders develop the programs and plans, and synchronize the appropriate systems allowing Soldiers in small units to turn tactical and operational models into action.
11-2. Through leadership by example, a wide range of knowledge, and the application of leader competencies, organizational leaders build teams of teams with discipline, cohesion, trust, and proficiency. They focus their organizations down to the lowest level on the mission ahead by disseminating a clear intent, sound operational concepts, and a systematic approach to execution.
11-3. Successful organizational leadership tends to build on direct leader experiences. Because they lead complex organizations, such as task forces, brigade combat teams, divisions, and corps, organizational leaders often apply elements of direct, organizational, and strategic leadership simultaneously. Highly accelerated operating tempos, compressed training cycles, contingency operations, and continual deployment cycles mandate leader agility. The modern organizational level leader must carefully extend
his influence beyond the traditional chain of command by balancing his role of warrior with that of a diplomat in uniform.
11-4. Modern organizational leaders are multiskilled, multipurpose leaders. They have developed a strong background in doctrine, tactics, techniques, and procedures, as well as an appreciation for the geopolitical consequences of their application. From their personal experience at the operational and tactical levels, they have grown the instincts, intuition, and knowledge that form the understanding of the interrelation of tactical and operational processes (FM 3-0). Their refined tactical skills allow them to understand, integrate, and synchronize the activities of multiple systems, bringing all resources and systems to bear across the spectrum of conflicts.
11-5. Given the increased size of their organizations, organizational leaders influence more often indirectly than in person. They rely more heavily on developing subordinates and empowering them to execute their assigned responsibilities and missions. They should be able to visualize the larger impact on the organization and mission when making decisions. Soldiers and subordinate leaders, in turn, look to their organizational leaders to set achievable standards, to provide clear intent, and to provide the necessary resources.
11-6. Decisions and actions by organizational leaders have far greater consequences for more people over a longer time than those of direct leaders. Because the connections between action and effect are sometimes more remote and difficult to see, organizational leaders spend more time than direct leaders thinking and reflecting about what they are doing and how they are doing it. Organizational leaders develop clear concepts for operations as well as policies and procedures to control and monitor their execution.
Like self-awareness, adaptability takes effort. To become adaptable, leaders must challenge their
previously held ideas and assumptions by seeking out situations that are novel and unfamiliar.
Leaders who remain safely inside their comfort zone provided by their current level of education, training, and experience will never learn to recognize change or understand the inevitable changes in their environment. Adaptability is encouraged by a collection of thought
habits. These include open-mindedness, ability to consider multiple perspectives, not jumping to conclusions about what a situation is or what it means, willingness to take risks, and being resilient to setbacks. To become more adaptable, leaders should—
• Learn to adapt by adapting. Leaders must go beyond what they are comfortable with and must get used to experiencing the unfamiliar through diverse and dynamic challenges. For example, the Army’s best training uses thinking like an enemy to help leaders recognize and accept that no plan
survives contact with the enemy. This encourages adaptive thinking. Adaptive training involves variety, particularly in training that may have become routine.
• Lead across cultures. Leaders must actively seek out diverse relationships and situations.
Today’s joint, interagency, and multinational assignments offer challenging opportunities to interact across cultures and gain insight into people who think and act differently than most Soldiers or average U.S. citizens. Leaders can grow in their capacity for adaptability by seizing such opportunities rather than avoiding them.
• Seek challenges. Leaders must seek out and engage in assignments that involve major changes in the operational environment. Leaders can be specialists, but their base of experience should still be broad. As the breadth of experience accumulates, so does the capacity to adapt. Leaders who are exposed to change and embrace new challenges will learn the value of adaptation. They
carry forward the skills to develop adaptable Soldiers, civilians, units, and organizations.
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.
The squad normally forms in a line formation; however, it may re-form in column when each member can identify his exact position (equipment grounded) in the formation.
a. To form at normal interval, the squad leader comes to the Position of Attention and commands FALL IN. On the command FALL IN, the following actions occur
simultaneously:
(1) Each member double-times to his position in the formation.
(2) The right flank man positions himself so that when the squad is formed it is three steps in front of and centered on the squad leader.
(3) The right flank man comes to the Position of Attention and raises his left arm laterally at shoulder level, elbow locked, fingers and thumb extended and joined, and palm
facing down. He ensures that the left arm is in line with the body.
(4) The man to the immediate left of the right flank man comes to the Position of Attention, turns his head and eyes to the right, and raises his left arm in the same manner as
the right flank man. He obtains proper alignment by taking short steps forward or backward until he is on line with the right flank man. He then obtains exact interval by taking short steps left or right until his shoulder touches the extended fingertips of the right flank man. As soon as the man to the left has obtained Normal Interval, each man
individually lowers his arm to his side, sharply turns his head and eyes to the front, and assumes the Position of Attention.
(5) The right flank man then sharply returns to the Position of Attention.
(6) All other members of the squad form in the same manner except that the left flank man does not raise his left arm.
NOTE: The right flank man raises his arm and looks straight to the front unless the squad is to align on an element to its right. If he is to align on an element to the right he turns his head and eyes to the right and aligns himself with that
element.
b. To form at Close Interval, the formation is completed in the manner prescribed for Normal Interval, except that the command is At Close Interval, FALL IN. Squad members
obtain Close Interval by placing the heel of the left hand on the left hip even with the waist, fingers and thumb joined and extended downward, and with the elbow in line with the body
and touching the arm of the man to the left.
c. To form in column, the squad leader faces the proposed flank of the column and commands In Column, FALL IN. On the command of execution FALL IN, squad members
double-time to their original positions (grounded equipment) in formation and cover on the man to their front.
NOTE: The correct distance between Soldiers in column formation is approximately 36 inches. This distance is one arm’s length plus 6 inches
d. When armed, squad members fall in at Order Arms or Sling Arms. For safety, the
commands Inspection, ARMS; Ready, Port, ARMS; and Order (Sling), ARMS are commanded at the initial formation of the day or when the last command is DISMISSED.
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