leaders book 1
TRANSCRIPT
HHB 75HHB 75thth FIB FIB
SFC NOELSFC NOEL
LEADERSLEADERSBOOKBOOK
TTABLEABLE OFOF C CONTENTSONTENTS
COVER SHEET
TABLE OF CONTENTS
NCO DESCRIPTIONS
75TH BDE HISTORY
NCO CREED
CODE OF CONDUCT
ARMY VALUES
PRIVACY ACT STATEMENT
LEADERS CARD
CHAIN OF COMMAND
NCO SUPPORT CHANNELS
COUNSELING
APFT DATA
WEAPONS QUALIFICATIONS
WEAPONS DENSITY
SENSITIVE ITEMS
PROMOTION CRITERIA
PROMOTION
LICENSE DATA
VEHICLE DATA
CTA-50 STSTUS
LEAVE RECORD
PERSONNEL READINESS
SCHEDULED EVENTS
TRAINING ASSESSMENT
10 STEP TRAINING MODEL
UCMJ PUNISHMENT
ARTICLES UNDER UCMJ
SOURCES OF INFORMATION
PACKING LIST
PRE-COMBAT CHECKLIST
CHAIN OF CONCERN
RISK ASSESSMENT
BE, KNOW, DO
PRINCIPLES OF LEADERSHIP
PRINCIPLES OF TRAINING
RECOVERY PLAN
13P BATTLE DRILLS
COMMON TASK TRAINING
CTT RESULTS
HHB 75HHB 75thth PHYSICAL FITNESS PHYSICAL FITNESS PROGRAMPROGRAM
The goal of the Army’s physical fitness program is to improve each soldier’s physical ability so he can survive and win on the battlefield. Physical fitness includes all aspects of the physical performance, not just performance on the APFT. Leaders must understand the principles of exercise, the FITT factors, and know how to apply then in order to develop a sound PT program that will improve all the fitness components. To plan PT successfully, the commander and MFT must know the training management system.
STEP 1:N ANALYZE THE MISSION
When planning a physical fitness program, the commander must consider the type of unit and its mission. Missions vary as do the physical requirements necessary to complete them. A careful analysis of the mission, coupled with the commander’s intent, yields the mission-essential task list (METL) a unit must perform.
STEP 2: DEVELOP FITNESS OBJECTIVES
Objectives direct the unit’s efforts by prescribing specific actions. The commander, as tactician, and the MFT, as physical fitness advisor, must analyze the METL and equate this to specific fitness objectives. Examples of the fitness objectives are the following:
•Improve the unit’s overall level of strength by ensuring that all soldiers in the unit can correctly perform at least one repetition with 50 percent of the bodyweight on the overhead press using a barbell.
•Improve the unit’s average APFT score through each soldier obtaining a minimum score of 80 points on the push-up and the sit-up events and 70 points on the 2-mile run.
•Decrease the number of physical training injuries by 25 percent through properly conducted training.
STEP 3: ASSESS THE UNIT
With the training objectives established, the commander and MFT are ready to find the unit’s current fitness level and measure it against the desired level.
Giving a diagnostic APFT is one way to find the current level. Any quantifiable, physically demanding, mission-essential task can be used as an assessment tool.
STEP 4: DETERMINE TRAINING REQUIRMENTS
By assessing the unit’s fitness capabilities and comparing them to the standards defined in training objectives, leaders can determine fitness training requirements.
STEP 5: DEVELOP FITNESS TASKS
Fitness tasks provide the framework for accomplishing all training requirements. They identify what has to be done to correct all deficiencies and sustain all proficiencies. The essential elements of fitness tasks can be catalogued into four groups.
(1)Collective tasks- training activities performed by the unit. They are keyed to the unit’s specific fitness objectives.
(2)Individual tasks- activities that an individual soldier must do to accomplish the collective training tasks.
(3)Leader tasks- specific tasks leaders must do in order for collective and individual training to take place.
(4)Resources required for training- identifying the necessary equipment, facilities, and training aids during the planning phase gives the trainer ample time to prepare for the training.
STEP 6: DEVELOP A TRAINING SCHEDULE
The fitness training schedule results from leader’s near-term planning. Leaders must emphasize the development of all the fitness components and follow the principals of exercise and the FITT factors. The training schedule shows the order, intensity, and duration of activities for PT. At the end of a well planned and executed PT session, all the soldiers should feel that they have been physically stressed. They should also understand the objectives of the training session and how it will help them improve their fitness levels.
STEP 7: CONDUCT AND EVALUATE TRAINING
The commander and the MFT now begin managing and supervising the day-to-day training. They evaluate how the training is performed by monitoring its intensity, using THR or muscle failure, along with the duration of the daily workout.
TRAINING HEART RATE
After the physical training, count the number of beats of the pulse for 10 seconds. The number of beats shows the level of fitness you are at based on age and fitness level.
PRECENTAGE MHR METHOD
With this method, the THR is figured using the estimated maximal heart rate. A soldier determines his estimated maximal heart rate by subtracting his age from 220. Thus, a 20 year-old would have an estimated maximum heart rate (MHR) of 200 beats per minute (220-20=200).
To figure a THR that is 80% of the estimated MHR for a 20-year-old soldier in good physical condition, multiply 0.80 times the MHR of 200 beats per minute (BPM). This example is shown below.
% * MHR=THR 0.80 * 200BPM=160BPM
SPECIAL SPECIAL PROGRAMSPROGRAMS
The day-to-day unit PT program conducted for most soldiers may not be appropriate for all unit members. Some of them may not be able to exercise at the intensity or duration best suited to their needs.
At least three groups of soldiers may need special PT programs. They are as follows:
•Those who fail the APFT and do not have medical profiles
•Those who are overweight according to AR 600-9.
•Those who have either permanent or temporary medical profiles.
Commanders must counsel soldiers, explaining that special programs are being developed in their best interests. They must make it clear that standards will be enforced. Next, they should coordinate closely with the medical personnel to develop programs that fit the capabilities of the soldier with medical limitations.
MFT’s know how to assess CR endurance, muscular strength and endurance, flexibility, and body composition. They can also develop through, tailor-made programs for all of the unit’s special programs.
Headquarters and Headquarters battery, 75th Field Artillery Brigade was originally formed under the organized reserves as the 509th Coast Artillery (Antiaircraft) on July 1921, at Seattle, Washington. On 1 July 1940, its was activated and redesigned as the 75th Coastal Artillery (Antiaircraft) at Fort Lewis, Washington.
After reorganization on 20 February 1994, the unit became Headquarters and Headquarters Battery, 75th Field Artillery group under III Corps Artillery. Then on 16th March 1981, the group was redesigned as Headquarters and Headquarters Battery, 75th Field Artillery Brigade.
The 75th Field Artillery Brigade deployed to Saudi Arabia in September 1990. The Brigade was task organized under XVIII Airborne Corps Artillery in support of defensive operations during Desert Shield. In January 1991, the Brigade was task organized under VII Corps Artillery in support of offensive operations. The 75th Field Artillery Brigade supported both VII Corps main efforts providing fires for the 1st Infantry Division (Mech) during their breaching operation and while supporting the 1st Armored Division, helped deliver the Knock Out Punch by destroying elements of the Republican Guard Force. The brigade is credited with the firing of the first shot in anger for VII Corps, firing the first Army Tactical Missile (ATACMS), having the first National Guard unit to fire during Desert Storm, and firing 278 missions with 7,123 rounds/rockets. Receiving no casualties, the 75th Brigade re-deployed back to Ft Sill in April 1991.
Today, the 75th Field Artillery Brigade continues the mission of maintaining combat readiness in support of selected worldwide operations and providing support to the U.S. Army Field Artillery Center and School. To perform these mission, the Brigade is currently organized with one Paladin and two Multiple Launch Rocket System battalions. The motto of the Brigade is TAUT LANYARDS
The Brigade is credited with campaign participation in the Asiatic-Pacific Theater during World War II, the defense of Saudi Arabia, and the liberation and defense of Kuwait.
7575thth BDE H BDE HISTORYISTORY
TTHE HE SSOLDIER’SOLDIER’S C CREEDREED
I am an American Soldier.
I am a Warrior and a member of a team.I serve the people of the United States and live the Army
Values.
I will always place the mission first.
I will never accept defeat.
I will never quit.
I will never leave a fallen comrade.
I am disciplined, physically and mentally tough, trained and proficient in my warrior tasks and drills.
I will always maintain my arms, my equipment and myself.
I am an expert and I am a professional.
I stand ready to deploy, engage, and destroy the enemies of the United States of America in close combat.
I am a guardian of freedom and the American way of life.
I am an American Soldier.
WARRIOR
ETHOS
N
O
C
CCREEDREED OFOF THETHE NCO NCO
No one is more professional than I. I am a Noncommissioned Officer, a leader of soldiers. As a Noncommissioned Officer, I realize that I am a member of a time honored corps, which is known as “The Backbone of the Army.” I am proud of the Corps of Noncommissioned Officers and will at all times conduct myself so as to bring credit upon the Corps, the Military Service, and my country regardless of the situation in which I find myself. I will not use my grade or position to attain pleasure, profit, or personal safety.
Competence is my watch-word. My two basic responsibilities will always be uppermost in my mind - accomplishment of my mission and the welfare of my soldiers. I will strive to remain tactically and technically proficient. I am aware of my role as a Noncommissioned Officer. I will fulfill my responsibilities inherent in that role. All soldiers are entitled to outstanding leadership; I will provide that leadership. I know my soldiers and I will always place their needs above my own. I will communicate consistently with my soldiers and never leave them uninformed. I will be fair and impartial when recommending both rewards and punishment.
Officers of my unit will have maximum time to accomplish their duties; they will not have to accomplish mine. I will earn their respect and confidence as well as that of my soldiers. I will be loyal to those with whom I serve; seniors, peers and subordinates alike. I will exercise initiative by taking appropriate action in the absence of orders. I will not compromise my integrity, nor my moral courage. I will not forget, nor will I allow my comrades to forget that we are professionals, Noncommissioned Officers, leaders!
I
IIIIV
II
VI
V
CCODEODE OFOF C CONDUCTONDUCT
I am an American, fighting in the forces which guard my country and our way of life. I am prepared to give my life in their defense.
I will never surrender of my own free will. If in command, I will never surrender the members of my command while they still have the means to resist.
If I am captured, I will continue to resist by all means available. I will make every effort to escape and aid others to escape. I will accept neither parole nor special favors from the enemy.
If I become a prisoner of war, I will keep faith with my fellow prisoners. I will give no information or take part in any action which might be harmful to my comrades. If I am senior, I will take command. If not, I will obey the lawful orders of those appointed over me and will back them up in every way.
When questioned, should I become a prisoner of war, I am requires to give name, rank, service number and date of birth. I will evade answering further questions to the utmost of my ability. I will make no oral or written statements disloyal to my country and its allies or harmful to their cause.
I will never forget that I am an American, fighting for freedom, responsible for my actions, and dedicated to the principles which made my country free. I will trust in my God and in the United States of America.
L
DRS
HIP
AARMYRMY V VALUESALUES
LOYALTY:BEAR TRUE FAITH AND ALLEGIANCE TO THE U.S. CONSTITUTION, THE ARMY, AND OTHER SOLDIERS.
DUTY:FULFILL YOUR OBLIGATIONS.
RESPECT:TREAT PEOPLE AS THEY SHOULD BE TREATED.
SELFLESS-SERVICE:PUT THE WELFARE OF THE NATION, THE ARMY AND YOUR SUBORDINATES BEFORE YOUR OWN.
HONOR:LIVE UP TO ALL THE ARMY VALUES.
INTEGRETY:DO WHAT’S RIGHT, LEGALLY AND MORALLY.
PERSONAL COURAGE:FACE FEAR, DANGER, OR ADVERSITY (PHYSICAL AND MORAL).
PPRIVACYRIVACY A ACTCT S STATEMENTTATEMENT
The personnel listed below authorize SGT Toscano to maintain their SSN and personnel information in their Leader Book with the understanding that this information will not be disclosed except in the line of their official duties.
NAME SSN SIGNATURE DATE
Name PRST APPT S/C Detail Duty Pass Other
DDAILYAILY S STATUSTATUS
LLEADERSEADERS C CARDARD
Name:.
Rank:
DOB:
DOR:
ETS:
Height:
Weight:.
GT Score:
SSN:
Date Arrived:
Marital Status:
Spouse’s Name:
Date Married:
Children:
LLEADERSEADERS C CARDARD
Name:
Rank:
DOB:
DOR:
ETS:
Height:
Weight:
Blood Type:
GT Score:
SSN:Date Arrived:
Marital Status:
Spouse’s Name:
Date Married:
Children:
LLEADERSEADERS C CARDARD
Name:
Rank:
DOB:
DOR:
ETS:
Height:
Weight:
Blood Type:
GT Score:
SSN:Date Arrived:
Marital Status:
Spouse’s Name:
Date Married:
Children:
LLEADERSEADERS C CARDARD
Name:.
Rank:
DOB:
DOR:
ETS:
Height:
Weight:
Blood Type:
GT Score:
SSN: 5Date Arrived:
Marital Status:
Spouse’s Name:.
Date Married:
Children:
CCHAINHAIN OFOF C COMMANDOMMAND
Commander-in-ChiefPRESIDENT GEORGE W. BUSH
Secretary of DefenseHONORABLE DONALD H. RUMSFELD
Secretary of the ArmyHONORABLE FRANCIS J. HARVEY
Chairman Joint Chiefs of StaffGENERAL PACE
Army Chief of StaffGENERAL SCHOOMACHER
FORSCOM CommanderGENERAL McNEILL
III Corps CommanderLTG METZ
1st Infantry Division CommanderMG HAM
75TH Brigade CommanderCOL POMPELIA
Panther Battery CommanderCPT MOORE
NCO SNCO SUPPORTUPPORT CCHANNELSHANNELS
Sergeant Major of the ArmySMA KENNETH O. PRESTON
FORSCOM Command Sergeant MajorCSM CAREY
III Corps Command Sergeant MajorCSM CIATOLA
Command Sergeant Major of the Field ArtilleryCSM HIGH
1ST Infantry Division Command Sergeant MajorCSM FOURHAM
75th BDE Command Sergeant MajorCSM SMITH
Panther Battery First Sergeant1SG WEEKLEY
Staff Platoon SergeantSFC DARKIS
CCOUNSELINGOUNSELING
NAME RATERINITIAL /
MONTHLYQ1 Q2 Q3
APFT DAPFT DATAATA
NAME DATEPUSH-UP SIT-UP 2MI RUN
TOTALRAW PTS RAWPTS RAWPTS
NAME DATE TYPE SCORE RATING
MM SS EX
MM SS EX
MM SS EX
MM SS EX
GSC GFC EX
MM SS EX
MM SS EX
MM SS EX
MM SS EX
MM SS EX
MM SS EX
MM SS EX
MM SS EX
MM SS EX
MM SS EX
MM SS EX
WWEAPONSEAPONS Q QUALIFICATIONUALIFICATION
NAME M16 M9 SAW MK19 203 NBC
WWEAPONEAPON D DENSITYENSITY
NAMEBATTLE ROSTER
NVG SERIAL
MASK SERIAL
WEAPON SERIAL
SSENSITIVEENSITIVE I ITEMSTEMS
PPROMOTIONROMOTION C CRITERIARITERIA
NORMAL
6 MONTHS TIS
12 MONTHS TIS 4 MONTHS TIG WAIVERABLE
24 MONTHS TIS6 MONTHS TIG
3 MONTHS TIG WAIVERABLE
PRIMARY ZONE
36 MONTHS TIS 8 MONTHS TIG
1/2 WAIVERABLE
RANK
PVT TOPV2
PV2 TO PFC
PFC TO SPC
RANK
SPC TO SGT
SGT TO SSG
ACCELERATED
4-6 MONTHS TIS
6-12 MONTHS TIS
12 MONTHS TIS 3 MONTHS TIG
SECONDARY ZONE18 M0NTHS TIS 8 MONTHS TIG1/2 WAIVERABLE
60 MONTHS TIS 10 MONTHS TIG1/2 WAIVERABLE
84 MONTHS TIS10 MONTHS TIG1/2 WAIVERABLE
NOTE: IF A SOLDIER IS IN THE PRIMARY ZONE FOR CONSIDERATION FOR PROMOTION TO THE NEXT HIGHER GRADE, AND IS NOT GOING TO BE SELECTED/ APPEAR BEFORE THE PROMOTION BOARD, IT IS MANDITORY THAT THE SOLDIER BE COUNSELED ON THE REASON WHY HE IS NOT GETTING PROMOTED / APPEARING BEFORE THE BOARD. IT MUST INCLUDE POSSIBLE WAYS TO CORRECT THE PROBLEM, SO THAT THE SOLDIER CAN APPEAR AS SOON AS THE PROBLEMS ARE CORRECTED. ALL THIS MUST BE IN WRITING.
GENERAL REMARKS/ REGULATION CHANGES
NAME RANK DOR PRMT REMARKS
PPROMOTIONROMOTION
NAME M270 M1038 M998 LMTV 5-TON TMP OTHER
LLICENSEICENSE D DATAATA
TYPEBUMPER NUMBER
COMMO STATUS
NEXT SERVICE
REMARKS
VVEHICLEEHICLE S STATUSTATUS
NAME ITEM LOST DX
CTA-50 SCTA-50 STATUSTATUS
NAMESTART DATE
END DATE
LEAVE ADDRESS
PHONE
LLEAVEEAVE R RECORDECORD
NAMEFAMILY CARE PLAN
DENTAL FINANCE SHOTS POA WILL
GREEN GREEN GREENGREE
NGRN
GREEN GREEN GREEN GRN GRN
GREEN GREEN GREEN GRN GRN
GREEN GREEN GREEN GRN GRN
GREEN GREEN GREEN GRN GRN
PPERSONNELERSONNEL R READINESSEADINESS
SSCHEDULEDCHEDULED E EVENTSVENTS
DAILY ACTIVITIES CALENDAR
LONG RANGE CALENDAR
SHORT RANGE CALENDAR
TRAINING SCHEDULES
MANDATORY TRAINING
DAILY ACTIVITIES CALENDAR
• 0600 PT
SHORT RANGE CALENDAR
• SEE WEEKLY CALENDAR
DAILY ACTIVITIES CALENDAR
• 0600 PT
TRAINING SCHEDULES
UNAVAILABLE AT THIS TIME
MANDATORYTRAINING
TTRAININGRAINING A ASSESSMENTSSESSMENT
1. TRAINING OBJECTIVE:
2. GATHER REQUIRED RESOURCES:
3. TRAINING STATEMENT:
4. SAFETY STATEMENT:
5. PRETEST:
6. ORIENTATION STATEMENT:
7. DEMONSTRATION GUIDELINES:
8. PERFORMANCE STEPS:
9. SKILL PRACTICE:
10. PERFORMANCE TEST:
11. RECORD AND REPORT RESULTS OF TRAINING:
12. REFERENCES:
10 S10 STEPTEP T TRAININGRAINING MMODELODEL
1. METL ASSESSMENT
2. PLAN THE TRAINING
3. TRAIN AND CERTIFY LEADERS
4. RECON THE TRAINING SITE
5. ISSUE THE PLAN
6. REHEARSE
7. EXECUTE
8. CONDUCT AAR
9. RETRAIN
10. RECOVER/REFIT
RECORD AND REPORT RESULTS OF TRAINING
UCMJ PUCMJ PUNISHMENTUNISHMENT
COMMANDING OFFICER
RESTRICTION
CORRECTIONALCUSTODY
FOREFITUREOF PAY
UNIFORM CODE OF MILITARY JUSTICE
COMPANY GRADE
SGT TO SGM
PVTTOSPC
FIELDGRADE
SGTTO
SGM
PVTTOSPC
ADMONITIONREPREMAND
EXTRADUTIES
REDUCTIONIN
RANK
YES YES YES YES
14 DAYS
(1)
14DAYS
(1)
14DAYS
(1)
14DAYS
(1)
60DAYS
60DAYS
45DAYS
45DAYS
NO7
DAYS(2&3)
NO30
DAYS
7DAYS
7DAYS
1/2MONTH
PAYFOR 2
MONTHS
1/2MONTH
PAYFOR 2
MONTHS
REDUCEONE
GRADENO
ONEGRADEIF IN
PROMOTIONAUTHORITY
ONEOR
MORELOWERGRADES
(1) RESTRICTION AND EXTRA DUTY MAY BE COMBINED, BUT IN SUCH A CASE, THE TOTAL MAY NOT EXCEED THE MAXIMUM ALLOWED FOR EXTRA DUTY.(2) ENLISTED SOLDIERS WITH A PAY GRADE OF SPC MAY NOT BE PLACED IN CORRECTIONAL CUSTODY, BUT IF THEIR RANK IS REDUCED TO A PAY GRADE OF PFC THEY MAY BE PLACED IN CORRECTIONAL CUSTODY AS A PART OF THE SAME PUNISHMENT.(3) ENLISTED SOLDIERS WITH A PAY GRADE OF PVT TO SPC MAY BE CONFINED FOR 3 DAYS ON BREAD AND WATER WHEN EMBARKED OR ATTACHED TO A VESSEL.(4) THE PROMOTION AUTHORITY FOR PAY GRADE SFC TO SGM RESTS WITH HQ DA; AR 600-200 (PARA 7-36) PROHIBITS REDUCTION IN RANK FOR MISCONDUCT OF SOLDIERS IN THESE PAY GRADES.
AARTICLESRTICLES U UNDERNDER UCMJ UCMJ86 ABSENT WITHOUT LEAVE
87 MISSING MOVEMENT
88 CONTEMPT TOWARD OFFICALS
89 DISRESPECT TOWARD A SUPERIOR COMMISSIONED OFFICER
90 ASSAULTING OR WILLFULLY DISOBEYING SUPERIOR COMMISSIONED OFFICER
91 INSUBORDINATE CONDUCT TOWARD WARRANT OFFICER NONCOMMISSIONED OFFICER OR PETTY OFFICER
92 FAILURE TO OBEY ORDER OR REGULATION/DERELICTION OF DUTY
95 RESISTANCE , BREACH OF ARREST, AND ESCAPE
98 NONCOMPLIANCE WITH PROCEDURAL RULES
107 FALSE OFFICIAL STATEMENTS
111 DRUNKEN OR WRECKLESS DRIVING
112A WRONGFUL USE, POSSESSION, ETC., OF CONTROLED SUBSTANCES
115 MALINGERING
117 PROVOKING SPEECHES OR GESTURES
120 RAPE AND CARNAL KNOWLEDGE
121 LARCENY AND WRONGFUL APPROPRIATION
122 ROBBERY
123 FORGERY
123A MAKING, DRAWING, OR UTTERING CHECK, DRAFT, OR ORDER WITHOUT SUFFICIENT FUNDS
124 SODOMY
127 EXTORTION
128 ASSAULT
129 BURGLARY
132 FRAUDS AGAINST THE UNITED STATES
134 ADULTERY
134 ASSAULT-INDECENT
134 ASSAULT-WITH INTENT TO COMMIT MURDER, VOLUNTARY MAN SLAUGHTER, RAPE, ROBBERY, SODOMY, ARSON, BURGLARY, OR HOUSEBREAKING
134 CHECK, WORTHLESS, MAKING AND UTTERING
134 COHABITATION, WRONGFUL
134 DISHONORABLY FAILING TO PAY
134 DISLOYAL STATEMENTS
134 DISORDERLY CONDUCT, DRUNKENNESS
134 FALSE OR UNAUTHORIZED PASS OFFENSES
134 FALSE PRETENSES,OBTAINING SERVICES UNDER
134 FALSE SWEARING
134 FLEEING SCENE OF A ACCIDENT
134 FRATERNIZATION
134 GAMBLING WITH SUBORDINATE
134 INPERSONATING A COMMISSIONED, WARRANT, NONCOMMISSIONED, OR PETTY OFFICER, OR AN AGENT OF OFFICAL
134 INDECENT ACTS OR LIBERTIES WITH A CHILD
134 INDECENT EXPOSURE
134 INDECENT LANGUAGE
134 MAIL : TAKING, OPENING, SECRETING, DESTROYING, OR STEALING
134 MAIL: DEPOSITING OR CAUSING TO BE DEPOSITED OBSCENE MATTERS IN
134 OBSTRUCTING JUSTICE
134 PERJURY: SUBORNATION OF PUBLIC RECORD: ALTERING, CONCEALING, REMOVING, MUTILATING, OBLITERATING, OR DESTROYING
134 RESTRICTION BREAKING
134 SOLICITING ANOTHER TO COMMIT AN OFFENSE
134 STRAGGLING
134 TESTIFY: WRONGFUL REFUSAL
134 THREAT OF HOAX: BOMB
134 THREAT, COMMUNICATING
134 UNLAWFUL ENTRY
134 WEAPON: CONCEALED, CARRY
134 WEARING UNAUTHORIZED INSIGNIA, DECORATION, BADGE, RIBBION, DEVICE, OR LAPEL BUTTON
SSOURCESOURCES OFOF IINFORMATIONNFORMATION
UCMJ AR 27-10NCO PROFESSIONAL DEVELOP AR 350-17CODE OF CONDUCT AR 350-30IND. MIL. EDUCATION & TNG AR 351-1CORRESPONDANCE PROGRAM AR 351-20WEIGHT CONTROL AR 600-9NBC FM 3-87FIRST AID FM 21-11PHYSICAL TRAINING FM 21-20MAP READING-LAND NAVIGATIONFM 21-26MILITARY LEADERSHIP FM 22-100LEADERSHIP COUNSELING FM 22-101SOLDIER TEAM DEVELOPMENT FM 22-102DRILL AND CEREMONIES FM 22-5GUARD DUTY FM 22-6INDIVIDUAL WEAPONS FM 23-9,23-31,23-67TRAINING THE FORCE FM 25-100BATTLE FOCUS TRAINING FM 25-101LEGAL GUIDE FOR CDRS FM 27-1WEIGHT CONTROL TC 22-6COMMAND POLICY AR 600-20EQUAL OPPORTUNITY AR 600-20CUSTOMS AND COURTESIES AR 600-25ENLISTED PERS. MANAGEMENT AR 600-200UNFAVORABLE ACTION INFO. AR 600-37STANDARDS OF CONDUCT AR 600-50SEL. FOR TRNG & ASSIGNMENT AR 614-200CONTINUING EDUCATION AR 621-5ENLISTED EVAL REP SYSTEM AR 623-205INDIVIDUAL PERSONNEL SYSTEM AR 640-10PHOTO’S FOR PERSONNEL AR 640-30WEAR OF THE UNIFORM AR 670-1MILITARY AWARDS AR 672-5-1NCOER AR 623-205
PPACKINGACKING L LISTIST
WET WEATHER TOP (OUTSIDE POCKET ENTRENCHING TOOL W/COVER (ATTACHED TO OUTSIDE) 1 WATERPROOF BAG PONCHO LINER 2 QUART CANTEEN (ATTACHED TO OUTSIDE) WEAPONS CLEANING KIT SHAVING KIT/TOILET ITEMS 1 TOWEL 2 PAIRS UNDERWEAR 2 UNDERSHIRTS 4 PAIRS OD SOCKS 1 PAIR BDUs 1 PAIR COMBAT BOOTS TRAINING NBC SUIT SLEEPING MAT (STRAPPED ON TOP) 1 EA CANTEEN (IF ISSUED TWO)
A BAG RUCK W/FRAME
SEASONAL UNIFORMSUMMER 1 APR –30 SEP WINTER 1 OCT-31 MARKEVLAR COMPLETE SAME AS SUMMER PLUS:PISTOL BELT W/SUSPENDERS CAP INSULATED (EARPLUG CASE AND FIRST AID POUCH ON FIELD JACKET W/LINERLEFT SIDE OF PISTOL BELT) GORTEX BottomCANTEEN W/COVER AND CUP (LEFT HIP) GORTEX Top2 EA AMMO POUCHES NO JUNGLE BOOTSNVG CASE (ON RIGHT HIP)PROTECTIVE MASKBOMBAT BOOTSWET WEATHER TOP (IF REQUIRED)WET WEATHER TROUSERS OR PONCHO (IF REQUIRED)OVER SHOES (IF REQUIRED)FRAGMENTATION VESTNOTE: INDIVIDUAL WEAPONS AND NVGs ARE ISSUED BY THE ARMS ROOM AND CARRIED BY INDIVIDUAL
1 WATERPROOF BAG1 LAUNDRY BAG1 SLEEPING BAG W/GORTEX COVERGORTEX TOPGORTEX BOTTOMSCARFHOOD, COLD WEATHERWOOL SWEATERMITTENS W/INSERTSCAP COLD WEATHERCOLD WEATHER BOOTS1 FIELD JACKET W/LINERPONCHOOVERALL CW ECWCS (bear suit)2 PAIRS DRAWERS C/W2 PAIRS UNDERSHIRT C/W2 PAIRS BDUs2 UNDERSHIRTS2 PAIRS UNDERWEAR
B BAG DUFFLE
PPRERE-C-COMBATOMBAT C CHECKLISTHECKLIST
PERSONNEL ACCOUNTABILITY PERSONNEL HYGIENE ITEMS INDIVIDUAL TA-50 SEASONAL CLOTHING ITEMS ID TAGS, ID CARD DRIVERS LICENSE WATER JUGS (FULL) FUEL CANS (FULL) STOVES W/ ALL PARTS TENTS/ NETS/ POLE BAGS/ STAKES CAMO NETS MAPS/ OVERLAYS COMMO EQUIPMENT(BATTERIES, WIRE) COMSEC (ANCD) WEAPONS ( INDIVIDUAL/CREW SERVE) NVG’S W/ BATTERIES AID BAGS VEHICLES (TOPPED OFF,LOADED,
DISPATCHED, PMCS, -10 MANUALS) 254’S (GOGGLES) SUPPLIES (ALCOHOL,MARKERS,PENS,ECT) ALL SURVEY EQUIPMENT MAP BOARDS COTS
CCHAINHAIN OFOF C CONCERNONCERN
NAME: ADDRESS: TELEPHONE #:NAME: ADDRESS: TELEPHONE #:
NAME:ADDRESS:
TELEPHONE #:NAME:ADDRESS: TELEPHONE #:
RRISKISK A ASSESSMENTSSESSMENT
IDENTIFY HAZARDSIDENTIFY HAZARDS TO THE FORCE. CONSIDER ALL ASPECTS
OF CURRENT AND FUTURE SITUATIONS, ENVIRONMENT, AND KNOWN HISTORICAL PROBLEMS AREAS
IMPLEMENT CONTROLSPUT CONTROLS IN PLACE THAT ELIMINATE THE HAZARDS OR
REDUCE THEIR RISK
ASSESS HAZARDSASSESS HAZARDS TO DETERMINE RISKS. ASSESS THE IMPACT
OF EACH HAZARD IN TERMS OF POTENTIAL LOSS AND COST BASED ON PROBABILITY AND SEVERITY
SUPERVISE & EVALUATEENFORCE STANARDS AND CONTROL. EVALUATE THE
EFFECTIVENESS OF CONTROLS AND ADJUST/UPDATES AS NECESSARY
DEVELOP CONTROLS & MAKE RISK DECISION
DEVELOP CONTROL MEASURES THAT ELIMINATE THE HAZARD OR REDUCE ITS RISK. AS CONTROL MEASURES ARE DEVELOPED, RISK ARE RE-EVALUATED UNTIL ALL RISLS ARE REDUCED TO A LEVEL WHERE BENEFITS OUTWEIGH POTENTIAL
CAUSE FACTORSHUMAN ERORS (80%)
ENVIROMENT (15%)SURFACE SPACE(ROUGH,INCLINE,SLIPERY,ECTLLUMINATION(DARK,BRIGHT,ECTTEMPERATURE(HUMIDITY(COLD,HOT,ECT)
MATERIEL/EQUIPMENT FAILURE(5%)WHEELED VEHICLE(BRAKES,TIRES,ELECTRICAL
SYSTEM,ECT)MAINTENANCE(WHEEL SPLIT RIMS, HAND TOOLS,ECT)
RISK-ASSESSMENT MATRIX SOURCES OF CAUSE FACTORSINDIVIDUAL (48%)LEADER (18%)TRAINING (18%)STANDARDS (8%)SUPPORT (8%)
SEVERITY LIKELY OCCASIONAL SELDOM UNLIKELY
CATASTROPHICCRITICALMARGINALNEGLIGIBLE
EEHM
HHML
EHML
MLLL
RISK LEVEL:E-EXTEMELY HIGH, H-HIGH, M-MODERATE, L-LOW
MY RISK REDUCTION ACTIONS ARE:1.
2.
3.
4.
5.
PROBABILITY:THE LIKELIHOOD THAT AN EVENT WILL OCCUR.
FREQUENT-OCCURS OFTEN, CONTINUOUSLY EXPERIENCED.LIKELY-OCCURS SEVERAL TIMESOCCASIONAL-OCCURS SPORADICALLYUNLIKELY-CAN ASSUME IT WILL NOT OCCUR
SEVERITY:THE EXPECTED CONSEQUENCE OF AN EVENT IN TERMS OFDEGRRE OF INJURY, PROPERTY DAMAGE, OR OTHERMISSION-IMPAIRING FACTORS.
CATASTROPHIC-DEATH OR PERMANENT TOTAL DISABILITY SYSTEM LOSS, MAJOR PROPERTY DAMAGE
CRITICAL-PERMANENT PARTIAL DISABILITY, TEMPORARY TOTAL DISABILITY IN EXCESS OF 3 MONTHS,MAJOR SYSTEM DAMAGE, SIGNIFICANT PROPERTY DAMAGE
MARGINAL: MINOR INJURY, LOST WROKDAY ACCIDENT, MINOR SYSTEM DAMAGE, MINOR PROPERTY DAMAGE
NEGLIGIBLE: FIRST AID OR MINRO MEDICAL TREATMENT, MINOR SYSTEM IMPAIRMENT
RISK LEVEL / ACCEPTANCE AUTHORITY RANK NAME DUTY POSITION CALL SIGN
LOW___________________________________________
MODERATE_____________________________________
HIGH___________________________________________
EX. HIGH_______________________________________
AASS AA L LEADER,EADER, Y YOUOU M MUSTUST
BE BE A PERSON OF STRONG AND HONORABLE
CHARACTER
BE COMMITTED TO THE PROFESSIONAL ARMY ETHIC
BE AN EXAMPLE OF INDIVIDUAL VALUES
BE ABLE TO RESOLVE COMPLEX ETHICAL DILEMMAS
KNOW KNOW STANDARDS
KNOW THE FOUR FACTORS OF LEADERSHIP AND HOW THEY AFFECT EACH OTHER
KNOW YOURSELF
KNOW HUMAN NATURE
KNOW YOUR JOB
KNOW YOUR UNIT
DO PROVIDE PURPOSE
PROVIDE DIRECTION
PROVIDE MOTIVATION
PPRINCIPLESRINCIPLES OFOF LLEADERSHIPEADERSHIP
KNOW YOURSELF AND SEEK SELF-IMPROVEMENT
BE TACTICALLY AND TECHNICALLY PORFICIENT
SEEK RESPONSIBILITY AND TAKE RESPONSIBILITY FOR YOUR ACTIONS
MAKE SOUND AND TIMELY DECISIONS
SET THE EXAMPLE
KNOW YOUR SOLDIERS AND LOOK OUT FOR THEIR WELL BEING
KEEP YOUR SUBORDINATES INFORMED
DEVELOP A SENSE OF RESPONSIBILITY IN YOUR SUBORDINATES
ENSURE THE TASK IS UNDERSTOOD, SUPERVISED, AND ACCOMPLISHED
BUILD A TEAM
EMPLOY YOUR UNIT IN ACCORDANCE WITH ITS CAPABILITIES
PPRINCIPLESRINCIPLES OFOF T TRAININGRAINING
TRAIN AS A COMBINED ARMS AND SERVICES TEAM
TRAIN AS YOU FIGHT
USE APPROPIATE DOCTRINE
USE PERFORMANCE ORIENTED TRAINING
TRAIN TO CHALLENGE
TRAIN TO SUSTAIN PROFICIENCY
TRAIN USING MULTIECHELON TECHNIQUES
TRAIN TO MAINTAIN
MAKE COMMANDERS THE PRIMARY TRAINER
RRECOVERYECOVERY C CHECKLISTHECKLIST
DAY 0 - ACCOUNTABILITY AND IDENTIFICATION1. ALL WEAPONS WIPED DOWN AND TURNED IN2. ALL SENSITIVE ITEMS TURNED-IN AND SECTION EQUIPMENT SECURED3. ALL VEHICLES TOPPED OFF AND ON LINE 4. 100% SERIAL NUMBER INVENTORY OF ALL SENSITIVE ITEMS 5. ALL RADIOS ZEROed OUT6. AFTER OPERATIONS PMCS COMPLETED AND REPORT RENDERED TO BN
MAINTENANCE ON ALL NMC VEHICLES7. ALL TRAINING AMMUNITION, PYROTECHMICS, AND/OR BLANK AMMO ACCOUNTED
FOR OR TURNED IN. 8. CLOSING REPORT SUBMITTED TO BN S-3 OR EOC
DAY 1 AND 2 - OPERATIONAL CLEANING1. ALL WEAPONS CLEANED AND TI’d2. FIELD RATION ACCOUNTABILITY TURNED IN3. ALL TA-50 INVENTORIED4. ALL EQUIPMENT SHORTAGES AND/OR FIELD LOSSES SUBMITTED TO SUPPLY
SERGEANT5. ALL COMMUNICATIONS EQUIPMENT CLEANED, INVENTORIED, AND TI’d
DAY 3 - BN CDR/CSM INSPECTION1. OPERATIONAL INSPECTION OF MOTORPOOL
VEHICLE PMCS/5988EsVEHICLE BIIHAND RECIEPTS
2. ARMS ROOMWEAPONSNGV’s PLUGGERS
DAY 4 AND 5 - DETAILED CLEANING/ WORKOFF DEFICIENCIES FROM COMMAND INSPECTION
1. VEHICLES2. SECTION EQUIPMENT3. STORAGE ROOMS, CONNEXES AND SECTION ROOMS
DAY 6 - VALIDATION AND VERIFICATION INSPECTION (BCs AND 1SGs)
1. VEHICLES 2. TA-503. STORAGE ROOMS4. MOTOR POOL KEY CONTROL5. V&V REPORT RENDERED TO BN CDR BY BCs
React to Flares
Temp Fighting Pos.
Clear Field Fire
Cons. Fight. Pos.
Self Camoflauge
Report Enemy Inf.
Recog. Vehicles
Estimate Range
Perform Search
Send Radio Mess.
Topo. Symbols
Terrain Features
Orient a Map
Determine a Grid
Determine Loc.
Wear M42 Mask
Maintain M42
Prep Chem Mon.
Chem Mon Stor.
Drink From Cant.
Latrine in NBC
Eval. Casualty
Nerve Antidote
Clear Throat Obst.
Load a M203
CCOMMONOMMON T TASKASK T TESTINGESTING
Unload a M203
Correct Malfun.
Engage Tgts M203
M60 Function Check
Load an M60
Camofl. Equip.
Locate Mines
Camo. Def. Pos.
Noise, Light Disp.
Surveillance
Challenge and Pass
Decon Skin and Eq.
MOPP Gear Wear
React to NBC
React to Nuclear
Use of M8 Paper
Exchange MOPP
Wear M40 Mask
Maintain M40
Replace M40 Can
M203 Function Ch.
Mouth to Mouth
Field Dressings
Put on Tourniquet
Abdominal Wound
CCOMMONOMMON T TASKASK T TESTINGESTING
Open Chest Wound
Prevent Shock
Splint Fracture
Burn First Aid
Heat Injuries
Frostbite Injury.
One Man Carry
Two Man Carry
Determine Azim.
Determine Direct.
Measure Distance
Maintain M16A2
M16 Function Check
Load an M16A2
Unload M16A2
Correct Malfunction
Zero an M16A2
Engage Tgts / M16
Engage Aircraft
Prep M136 Launch
Restore M136
M136 Missfire Procd.
Engage Tgts / M136
CCOMMONOMMON T TASKASK T TESTINGESTING
NAME SUBJ GO NO GO DATE
CTT RCTT RESULTSESULTS
MMISSIONISSION E ESSENTIALSSENTIAL
TTASKASK L LISTIST (METL) (METL)Deploy/Conduct Maneuver
Develop Intelligence
Conduct C2 Operations
Deliver Fires
Protect the Force
Sustain Combat Operations
CCOMMONOMMON N NUMBERSUMBERS
MILITARY POLICE 442-2103RED CROSS 442-2426ADAPC 442-4205CRUSADER CLINIC 458-2888DENTAL CLINIC 458-2710COMANCHE COUNTY MEMORIAL HOSPITAL355-8620SOUTHWESTERN MEDICAL CENTER 531-4700REYNOLDS ARMY COMMUNITY HOSPITAL458-2770HOSPITAL APPOINTMENTS 458-2000ARMY EMERGENCY RELIEF 442-2946EDUCATION CENTER 442-3201WORK ORDERS 442-3251PERSONNEL SERVICES 442-2273FAMILY PROGRAMS 442-4357POST INFORMATION 442-8111
PPHANTOMHANTOM S STANDARDTANDARD
No one is more professional than I.
I am a Noncommissioned Officer, a leader of
soldiers. As a Noncommissioned
Officer, I realize that I am a member of a time-honored corps, which is known as “The Backbone of
the Army.”
“A Guide for Noncommissioned Officers
of the III Armored Corps”
PPHANTOMHANTOM S STANDARDTANDARD
1. References: a. AR 600-9, The Army Weight Control Program. b. AR 600-20, Army Command Policy. c. AR 670-1, Wear and Appearance of Army Uniforms and Insignia. d. DA Pam 385-1, Small Unit Safety Officer/NCO Guide. e. FM 7.1, Battle Focused Training. f. FM 7-22.7, The Army Noncommissioned Officers Guide. 2. Purpose: a. To provide noncommissioned officers with a clear guide that outlines specific duties and responsibilities that may need special emphasis. b. This guide is not meant to be a stand-alone document – it is intended to supplement established standards and regulations in a clear, concise format. 3. General: You are a noncommissioned officer 24 hours a day, 7 days a week, both in and out of uniform, and on and off-duty. You are the backbone of our Army. You should be proud of who you are and what you do. You must ensure that your soldiers and your unit are ready, no matter what the mission. Adhere to the guidance within this card, with emphasis in the following areas: a. Standards and Discipline b. Training c. NCO Pride d. Soldier and Family Well-Being e. Safety 4. Goal: to enhance and strengthen a proud, cohesive, well-trained Noncommissioned Officer Corps within the III Armored Corps.
Command Sergeant MajorIII Armored Corps and Fort Hood
Conduct daily in-ranks inspections:
Ensure soldiers meet height/weight and appearance standards.
Ensure beret is worn correctly, and worn with pride!
Ensure uniform is clean and serviceable, with serviceable boots shined daily.
Ensure hair and grooming standards are met.
When worn, kevlar will be worn level on the head (two fingers off of nose) with chinstrap tight, and last name in block letters on camouflage band).
Maintain 100% accountability of your soldiers throughout the duty day.
Make on the spot corrections in a tactful, professional manner; do not accept conduct that is less than the standard or would bring discredit to the Army, whether on-post or off-post. NEVER WALK PAST A DEFICIENCY.
Correct offensive/vulgar language, music, clothing, and signs/bumper stickers displayed by soldiers in public. Do not allow loud music from billets, quarters, or privately owned vehicles.
Soldiers and subordinate NCOs will assume the position of “At Ease” when addressing senior NCOs, and will assume the position of “Attention” when addressing officers. Salute vehicles with General Officer (star) plates.
Soldiers will give unit motto when saluting officers and when greeting senior NCOs. Give unit motto when unit formation is called to attention.
Require your units/soldiers to sing the Army Song at ceremonies and special events.
Soldiers will not remove BDU jacket (shirt) while driving any vehicle, to include POV. Headgear will be worn in all government vehicles, including TMP vehicles.
Correct male soldiers who are wearing earrings on post.
SSTANDARDSTANDARDS A ANDND
DDISCIPLINEISCIPLINE
TTRAININGRAINING
Train for war! Train to high standards under tough conditions. You are responsible for individual and crew/squad/section training.
Conduct tough, demanding PT which challenges soldiers and prepares them for combat -- never waste a PT session.
Have a straggler control NCO for platoon/higher PT formations – “fall outs” will run in separate formation under control of an NCO.
Conduct opportunity training whenever possible, both in the field and in garrison.
Conduct primary marksmanship training prior to any weapons range.
Train to shoot expert. Know how to load, clear, zero and perform immediate action on all assigned weapons. Clean and lubricate weapons daily when carried.
Build fighting positions to standard; they must be effective and safe. Do not put soldiers at unnecessary risk.
Conduct crew evacuation and roll-over drills on vehicles during both day and night conditions.
Train misfire procedures for every weapons system for day/night conditions. Have checklist on hand.
Sergeants Time:
100% accountability
Establish tasks, conditions, and standards
Hands-on training
Conduct IAW The Army Noncommissioned Officers Guide
Excel at fieldcraft...excel at fieldcraft...excel at fieldcraft.
NCO PNCO PRIDERIDE
Know the NCO Creed and require your NCOs to know it and live by it; hold NCOs accountable to that standard.
Set the example in appearance, conduct, and performance every day.
Seek to personally reach excellence, not meet minimum or average standards. Lead from the front!
Know and understand the concepts in Battle Focused Training and The Army Noncommissioned Officers Guide. This is how we train and operate.
Promote the prestige and honor of the NCO Corps - make NCOs proud to be a member of the NCO Corps. Conduct NCO induction ceremonies - make junior soldiers aspire to be an NCO.
Do not allow anyone to refer to NCOs by their pay grades (E5, E6, E7, etc). To do so denigrates the NCO Corps. Refer to NCOs by their rank.
Warrior Ethos
we are professional soldiers
train hard! fight hard!
do not accept failure
Train subordinate NCOs at every opportunity - whether in the classroom, field, or motor pool. Coach, teach and mentor NCOs daily.
Maintain a Leader’s Book. The book will contain personnel information, company METL, training calendar, and individual training data, at a minimum.
Counseling
counsel junior enlisted soldiers monthly
counsel NCOs quarterly
focus on future goals and future training, not past performance
counsel all soldiers on their promotion status and potential
Taking care of soldiers is “Sergeant’s Business.” If the soldier is married, then ensure we take care of the family.
Ensure sponsors provide first class sponsorship to both newly-assigned and departing soldiers/families.
Heartily greet and care for newly assigned soldiers upon their arrival to the unit, to include after duty hours and on weekends and holidays; leaders will welcome them and brief them within hours of the soldier's arrival.
Routinely check on your soldiers who live in the billets during after duty hours/weekends/holidays.
Visit newly assigned soldiers and families at their homes within 60 days of their arrival to unit and at least annually thereafter. Routinely visit the home of all soldiers regularly.
Place highest priority on solving your soldiers’ pay problems; involve NCO Support Channel when needed. Consider a soldier with a pay problem as not ready to deploy.
Ensure deserving soldiers receive recognition and end-of-tour award PRIOR to their departure.
Verify the SGLI, DD Form 93, ID card, TRICARE card, and DEERS system are updated and accurate for your soldiers and their families, especially newly-married troops.
Ensure family care plans work – be ready to deploy.
Do not tolerate spouse/child abuse or sexual harassment; take immediate action and report same to Chain of Command.
SSOLDIEROLDIER A ANDND F FAMILYAMILY
WWELLELL-B-BEINGEING
SSAFETYAFETY
Every NCO is a Safety Officer – do not allow unsafe acts!
Provide leadership and enforce standards. Apply the 5-step Risk Management Process to daily operations:
1. Identify Hazards
2. Assess Hazards
3. Develop Controls and Make Risk Decision
4. Implement Controls
5. Supervise and Evaluate
Set the example in personal conduct during off-duty hours. Teach that alcohol/speeding/ fatigue/lack of seat belts are the primary reasons for off duty POV accidents - strive to prevent injury of subordinates.
Always wear seatbelts in government vehicles and POVs; require same of subordinates.
Do not allow speeding in military or civilian vehicles.
Require motorcycles riders to wear helmets and proper garments while riding, both on- and off-post; it's an Army regulation, not a matter of choice.
Require ground guides when backing any vehicle over ½ ton in size.
Conduct safety huddle with your soldiers prior to holidays/weekends.
Do not drink and drive – and do not allow your soldiers to drink and drive.
Actively seek to prevent hot and cold weather injuries before they occur – be proactive and plan ahead!
Require hearing and eye protection when needed.
Armored crewman must wear full NOMEX uniform on live fire ranges.
Maintain at least one combat lifesaver per crew/squad/section.
PPHANTOMHANTOM S STANDARDTANDARD
NCO VisionAn NCO Corps, grounded in heritage, values, and tradition, that embodiesthe warrior ethos; valuesperpetual learning, and is
capable of leading, training,and motivating soldiers.
We must always be an NCO Corps that:
Leads by ExampleTrains from Experience Maintains and Enforces
StandardsTakes Care of Soldiers
Adapts to a Changing World
“There has never been a good army without a good Noncommissioned officer corps.”
- General Bruce C. Clarke
CCONVOYONVOY B BRIEFRIEF CCHECKLISTHECKLIST
1. Start point.2. Release point.3. Route (strip map) to position.4. Alternate route.5. Estimated time of arrival.6. Convoy organization.
a. Size of marchb. Order of march/lead vehiclec. Convoy frequencyd. Rate of march/convoy
speed(1) Pace(2) Maximum speed(3) Maximum catch-up
speede. Operating gaps.
(1) Time gaps between march unit/serial(2) Vehicle distances
(a) Dirt road/rough terrain
(b) Through towns and cities
(c) At halt (staggered, line formation, etc…)
f. Vehicle markings.(1) Convoy flags(2) Hazardous cargo
placards posted as required
g. Blocked/unblocked ambushh. Air threat status i. Drivers briefing.
(1) Responsibility(2) Time and place
(3) Valid SF 46/OF346(4) Route to position
(checkpoints)(5) Rollover safety drills(6) Tracked vehicle driver
emergency actions in the
event of a broken trackj. Vehicles.
(1) PMCS conducted(2) Services up to date(3) Accident/breakdown
procedures(4) Communications check
(call signs and frequency)
(5) Vehicle OVM secured(6) Fuel plan
k. Trail.(1) Wrecker/maintenance
support(2) Trail vehicle
EEVERYVERY S SOLDIEROLDIER
HHASAS A S A STORYTORY Every Soldier comes with a
story.
Leaders have to shut up and listen.
To be an effective leader we must learn to listen.
Earn the right to tell your story by listening to theirs.You have to know your soldiers to
take care of them. The next few pages offer questions you need to ask to help you know your Soldiers.
Always Remember:
The only thing that will save a human life is a human relationship
EEVERYVERY S SOLDIEROLDIER
HHASAS A S A STORYTORY
Ask questions about family Where do your parents live? Health? Do you have any family members near
Fort Sill? Are you particularly close to your family
members? Do you plan to go home for the
holidays? Girlfriend? Children?
Uncover some of their history Where did you grow up?
What did you enjoy most in High School?
What brought you to the Recruiter’s Office?
Has the military lived up to your expectations?
EEVERYVERY S SOLDIEROLDIER
HHASAS A S A STORYTORY
Find out about their personal interests Social activities?
Spiritual interests? Hobbies? Athletic activities? Volunteer opportunities?
Find out about their personal goals College Money / College Degree?
Benefits for family members?
Training for a better civilian job?
Military career?
Get out of home town?
EEVERYVERY S SOLDIEROLDIER
HHASAS A S A STORYTORY
Things that will get in the way of goals Drugs
Drinking too much / drinking and driving Hanging out in the wrong places with
wrong people Isolating yourself Other self-destructive behaviors
The Army can help achieve these goals Teaching responsibility
Developing good decision making skills
Giving you leadership experience
Providing you with solid technical skills
College course credit
Experience in problem solving
Financial resources
Introducing you to different cultures
PPOLICYOLICY M MEMOEMO
DEPARTMENT OF THE ARMYHeadquarters, 75th Field Artillery BrigadeFort Sill, OK 73503
AFVI-A 28 October 2002
MEMORANDUM FOR SEE DISTRIBUTION
SUBJECT: POLICY MEMORANDUM 75-14-02/Change 1 for Leader’s Book
1. General.
a. One of the hardest jobs in the Army is to be a leader, its also one of the most rewarding. The Leader’s Book is an effective tool in helping leaders take care of their soldiers. Every 75th Brigade Section Chief, Platoon Sergeant, and Platoon Leader will include a leader book as part of his or her duty uniform.
b. Battalion Commanders and Command Sergeant Majors will dictate to their subordinates the format and content of their battalion’s Leader’s Books. At minimum each Leader’s Book will contain the following information:
1. Policy Memo 75-14-02/Change 12. Bde or Bn and Btry – Mission Statement page3. Copy of Unit METL4. 2 Weeks of training schedules, the current week and
the next training schedules from here following sequence of
policy memo5. Personal and family data6. Training Data7. Promotion and reenlistment information8. Bde Risk Assessment worksheets
c. All 75th Brigade units will comply with this policy memorandum and the leader books are subject to review at any time.
GARY J. BRONSON CSM, USA Command Sergeant
Major