2014

Leadership Manual

A Reference Guide for Leadership Training: Specifically Geared Towards Future Army Officers

Chase B. Williams

Formal Report: Leadership Manual

Chase Bradley Williams

University of North Texas

TECM 2700

Mr. Briseno

May 1, 2014

Introduction iii

Table of Contents Introduction ................................................................................................................ v

Chapter 1: Leadership ................................................................................................ 3

Leadership Defined ................................................................................................. 3

What is a Leader? ................................................................................................... 5

Foundations of Army Leadership ........................................................................... 6

Chapter 2: Fundamentals ........................................................................................11

Army Leader Requirements .................................................................................11

Goals (SMART) ...................................................................................................13

Time Management - The Power Model ...............................................................14

The Communication Process ................................................................................17

Chapter 3: Roles & Procedures ................................................................................21

Leadership Roles: .................................................................................................21

Troop Leading Procedures ...................................................................................23

Index .........................................................................................................................27

Introduction v

Introduction

This manual has instructions on how to become an effective leader in the world today. Effective leaders are hard to come by but are strongly desired by companies who need an individual to make good decisions. To be that individual, we would like to offer you our advice and provide you with a strong foundation of skills and knowledge it will take to effectively lead a team.

This manual was written and directed specifically towards members of the Army who desire to better their career and become officers or leaders in the U.S. armed service. Although we wrote this as a reference guide for soldiers training to become officers (cadets), this manual can serve just about anyone who wants to learn the leadership process.

The leadership process or training course for the Army is known as the Reserved Officers’ Training Corps (ROTC) where cadets will attend leadership development classes combined with their other coursework at any college where the program exists.

ROTC can be overwhelming to these cadets who are first getting into the Army service. Cadets may be unfamiliar with the jargon or abbreviations the Army uses or simply may not understand anything about battle drills or troop leading procedures. We organized the rest of the manual by instructing them on how to first be a leader and then we get more complex with how these skills will effectively transition into the Army service.

Chapter 1 Leadership

Chapter One 3

Chapter 1: Leadership

Leadership Defined Leadership is the process of influencing people by providing purpose, direction, and motivation while operating to accomplish the mission and improving the organization. It involves two parties, one that leads and the other who follows.

• Influencing People Leaders influence by getting people to do what is necessary which is more than just passing along orders. They set that example with every action they take and words they speak and communicate purpose, direction, and motivation. If you can grasp an understanding of your talents and how you can positively apply those talents to influence you will be able to improve your ability to do so. You should understand that leadership is a process and one intended to influence. Since it is a process it can be learned, assessed and improved on. Even though certain inner traits and personality affect this process, it can be developed.

• Giving purpose The purpose is the reason for your subordinate to act and get done what you want and you need to provide that in a clear way so you avoid confusing them. If you continue to communicate your decisions in a similar style and provide a purpose for them every time your subordinates will build the trust and confidence in your orders. The people under your watch will perform much better when they are able to understand what it expected of them and the reasoning behind the mission.

• Providing Direction When you provide direction you are telling your subordinates how to accomplish the task you set out for them to do by prioritizing, assigning responsibility, and making sure they understand the standard expected of them. You should give them the initial guidance but not micro-manage everything they do. Your subordinates will be able to take your task and the direction you provide and run with it as long as they have the ability to do so.

• Motivating Motivation is the will to do what is necessary to complete the task that comes from within the individual. You as a leader must understand the needs and desires of others and focus these things to mesh together if working in a team because people have different levels of motivation to get the job done. A good leader will inspire and motivate others by setting the example and if they must they will get down assist in the hard work in order to build respect and motivate their subordinates based off their unselfish actions. An important

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detail that you as a leader must strive to use is your ability to seek improvement out of your subordinates by picking them up when their down or do something incorrectly and giving them praise for good work. Your role as a leader will be solidified in your subordinates and your task to motivate them secured.

• Operating and Improving Operating is all the actions you took to influence others to complete the task as well as the setup for future tasks. Leaders take what they learn from the task and work to improve the organization for next time based off the lessons they learn from previous assignments.

Behavioral Theory

Leadership behavioral theory first came up after researches continuously questioned leadership trait theory. Trait theory is the belief that leaders are born with the “right” and specific traits for strong leadership. This theory revolved around a distinguishing quality or personal characteristic that is not learned or replicated. However, research studies showed that this theory was inconsistent and really untestable. Researchers could not effectively measure confidence, loyalty, and other traits. This lead to the theory of leadership behavior in which you can learn to become a good leader because you are not using personality traits but instead you are defining yourself through your actions. They found this to be more of a testable idea since traits such as confidence and loyalty couldn’t give accurate test results. So they found that you could more easily define a behavior or set of behaviors that embody the trait. These researchers termed this as observable actions and determined them to be more scientifically valid than personality traits.

Chapter One 5

What is a Leader?

Leader v. Manager A key concept to understand is your distinction between a leader and a manager. A manager is a smaller part within the category of leadership. You should just think of a leader as someone who knows where to go and the management skills are how they actually get there.

What Leaders’ Do: What Managers’ Do: Innovate Administer Develop Maintain Inspire Control Long-term view Short-term view Originate Imitate Ask what/why Ask how/when Challenge the status quo Accept the status quo

As seen in the table above, the role of a leader is much larger and more complex than your average manager position. It’s very important that you understand that a leader takes on more work and initiative than what you might expect. In order for you not to fall prey to thinking like your ordinary manager you must keep an open mind to the big picture of schemes. You must think in terms of who originally comes up with ideas and plans and relate to that idea rather than the person who just works to put the decisions in effect. Your job as a future leader is to take all of the ideas listed in the table above and make them apart of your life and who you are. A leader is far from ordinary. A leader is able to dissect a problem quickly and make an executive decision on what to do about it considering all of their resources and whom their decision effects. It is your job to learn all that you can about your business or field of work in order to make a decision that is the best option for you and your subordinates.

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Be-Know-Do Model In order to understand how to be an effective leader you must first understand the Be, Know, Do Leadership Philosophy.

The Be, Know, Do model is a key concept of your foundation for what leaders Do emerges from who they are (Be) and what they Know such as skills they have mastered. Leaders are prepared throughout their lifetimes with respect to Be, Know, Do so you will be able to act at a moment’s notice and provide leadership for whatever challenge you may face.

Foundations of Army Leadership At the core of any Army officer are their basic values and beliefs. However, in order to be an effective leader especially a leader of soldiers you must know and possess the Army Values.

The acronym for the Army Values is LDRSHIP and it is vital that you commit them to memory:

• Loyalty • Duty • Respect

Chapter One 7

• Selfless Service • Honor • Integrity • Personal Courage

If a leader can truly come to understand these words and commit to live a life by the lessons they teach, they will be able to earn the respect of their subordinates and from there they can implement decisions without challenge or questioning.

Becoming a good leader is normally not just inherited. A leader is a lifetime commitment to excel in everything you do. Leaders are constantly looked at for guidance and direction so it is important to develop yourself in all activities you do as the “right example.” Perfection is impossible but challenging yourself to continuously progress in your activities is all that matters. If your soldiers see you working hard and giving 110% then they will want to follow you because you are seen as the person that cares and everyone wants a leader that is willing to work hard for them, especially in a combat zone.

These Army Values will in fact build your foundation and will lead to you earning the respect of your soldiers. However, you must first understand what the words mean before you have any idea on how to develop them.

Chapter 2 Leadership Fundamentals

Chapter 2 11

Chapter 2: Fundamentals Army Leader Requirements In order to be a leader in the United States Army you must understand what the military expects regarding who you are and what you are capable of doing. A leader actively seeks to better themselves in everything they do because their job revolves around a dedication to lifelong learning. When in the Army every decision that a leader makes is critical. They must be firm, quick thinking, and accurate in order to establish their authority and keep their men alive while doing so. The key attributes to an Army officer are their character, presence and intellect. The Army officer’s job with his subordinates is to lead, develop, and achieve. Who you must be and what you must do might be difficult to really understand but the following information is designed to put you along the right path to developing as an officer.

Leader Character Character is another word to describe your personality or the way you think, feel, and behave. A leader’s character is perhaps the most important. The leader can know everything there is to effectively lead their troops into combat but fail to do so because they are lacking the personality. A leader must open up to his men and be loose and comfortable around them. A leader that is reserved or timid will lose the respect and credibility within the eyes of their men and fail to communicate everything effectively. Develop your personality and work to be more

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open or outgoing. When your soldiers see you as someone who can get up in front of a huge room and command a group’s attention you are establishing yourself with them. A soldier or subordinate has the ability to lack in personality for they are the drones and you are the pilot guiding their actions. As a leader you are making the decision to set yourself apart from the ordinary class and develop yourself as a mature gentleman. Your character is broken down into the sub-categories of army values (Chapter 1), empathy, and the warrior ethos. Empathy describes your ability to see things from another’s point of view. Your character not only requires looking in at yourself but being able to understand your subordinates attributes and way of thinking. You should spend time with your subordinates and get to know them and how they like to operate. You could share your own hardships and connect with them one on one. The key to this is to put yourself in their position when considering options and implementing decisions. Lastly, character includes your understanding and implementation of the warrior ethos. The warrior ethos is a 4 line motto that all soldiers are tasked with upholding

• I will always place the mission first • I will never accept defeat • I will never quit • I will never leave a fallen comrade

Leader Presence Presence refers to the type of person that others see you as. Your character is your inward attributes that make up your personality while your presence is your outward expression of those attributes that labels or defines you to others. Presence consists of military bearing (The appearance, attitude, and conduct of a military member) physical fitness, confidence, and resilience. To be seen as a leader of any group you must look and act like the one in charge. A leader emerges either through selection or by volunteering. This leader must possess some form of confidence in their new role and appear to have a purpose and direction to take the group. In the army, a leader is the physically fit one who leads from the front. Leading from the front means that you are the first to travel, the example to follow. A leader of presence in the Army must be physically fit in order to establish themselves and get others to want to follow them. No soldier will have respect and want to follow the leader who drops out of runs and looks physically demoralized. A leader’s presence leads directly into their ability to motivate and command the team. Just as a leader is expected to have confidence in their demeanor, they are also expected to be resilient when the plan doesn’t exactly work out the original way. This means that as a leader you will run into times where things don’t go your way and the team will rely on you to get them through. You must develop yourself to be ready for situations in which you will have to completely rethink and strategize what it is that you are doing. It is always best to come up with back up plans, and that requires fully understanding the task and identifying possible problem areas. Leader Intellect Leader intellect is what you know and think and consists of metal agility, sound judgment, innovation, interpersonal tact, and domain knowledge. As an agile leader you are expected to

Chapter 2 13

stay ahead of changing environments and incomplete planning in order to prevent problems. Using good judgment allows you to form sound opinions and make reasonable decisions. Innovation refers to your ability to try new things and interpersonal tact refers to exercising self-awareness, self-control, balance, and stability with others. Goals (SMART) It is important as an Army officer you learn how to effectively set goals. Goals are very important to completing the mission effectively and providing purpose for that mission. You want to set goals in order to establish your vision or what you want your outcome to be. Goals provide clarity and meaning where otherwise you would be running around without purpose or clear direction. Goals also provide motivation and focus, because they are specific things that you have taken the time to consider and you really would like to see them met. Goals also hold you accountable as you alone are responsible for what it is you want to accomplish and if you actually do it or not.

Not setting goals leads you to developing the bad habit of “winging it,” which simply means that you have a general idea of what your task is but don’t know how to get there or where to even begin. Before you get started with an assignment, you should outline your parameters and come to understand what it is you want to accomplish. The Army outlines their goals using the SMART Goals Model as seen below.

Using this model you can develop your own goals and as a leader you can provide your subordinates with a specific set of instructions that you would like to see accomplished out of the assignment. SMART goals are a tool you can use for purpose and direction. When your subordinates have a clear cut goal to meet they can work more effectively together at accomplishing it rather than trying to figure out what it is that is expected of them from a vague order.

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Time Management - The Power Model

The Power Model is a 5 letter/step acronym that the Army uses to manage their time effectively. When you are leading your subordinates and making decisions, time always plays an important factor in how long you have to plan and execute your mission. When time is a factor, it is always working against you and is never your ally. Choosing the best option when deciding a course of action in any given situation may no longer be relevant given your time constraints. A leader is able to shine through when they are able to make a quick decision whether it is the best option or not and make it work for their time constraints. In the army, time tables are put into place and you must lead your soldiers through the mission in whatever amount of time you were given. Your mission might be very important towards a chain of missions taking place. If another unit is relying on your mission success before they can begin, then timing is everything especially in warfare. This model is given to provide you with a 5 step process to your own time management and how you might improve upon it.

• Prepare The “P” in “Power” refers to the word “Prepare.” Preparing consists of a variety of things that all contribute to your readiness to begin the operation. To prepare for whatever assignment you may be given it is always a good idea to:

o Create a time log

Chapter 2 15

o Write your SMART goals (refer to section above) o Identify ‘black holes’ o Set your priorities o Identify your primetime

A time log will help you understand where all of your time is going. A time log acts as a summary of what all you did during each day so that you can review and correct on your errors. Your SMART goals, as mentioned in the previous section, play an important part of time management because they state specific and realistic goals that you can achieve given a time crunch. Another thing to consider is this idea of identifying ‘black holes.’ Black holes are barriers or time consumers that get in the way or suck away your time. Common problem areas or time black holes consist of:

o Phone calls, texting o Surfing the web, email o Reading (news, magazines, books) o Transportation (traffic, car trouble) o Socializing o Meals, snacking o Errands and shopping o Family appointments o Jumping from task to task o Perfectionism, correcting mistakes o Hobbies

These problem areas suck up so much of our time daily that we are unable to get what we want to get done and things just keep getting pushed back and then begin stacking up on one another until the deadline comes around and it becomes a serious problem. Save yourself the time and avoid these black holes so that you are able to avoid the stress and get your work done. To be an effective leader you must prepare yourself and work harder because it is expected of you. A time waster is a killer towards a leader’s ability to effectively lead. This leads into setting your priorities and making sure that the important things get done. Setting priorities means that you are taking your schedule and reviewing it, making sure you highlight the tasks that must get completed. The last thing to consider when preparing for your mission, is that if you can, identify and work during your primetime. If you are a night owl, an early bird, or somewhere in between then it is definitely something to consider when doing your work. Identifying which part of the day that you are most mentally alert and focused will mean a lot towards what you are able to accomplish for each day.

• Organize

The “O” in “Power” refers to the word “Organize.” Organizing in relation to this model means that you are considering your time for each day and reflecting it by using things such as a master calendar, a weekly schedule/timetable, and a daily to-do list. If you can successfully create a solid timetable of what your days will look like for every hour during the week, you will be extremely efficient and more successful than if you just went through the day hour by hour without a plan in place. You use your organizing skills to know where you are, where you’ve been, and what’s ahead.

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• Work at Controlling Time The “W” in “Power” refers to the phrase “Work at Controlling Time.” Working at controlling time is the essence of the Power Model because it captures the idea of time management. This section or step focuses on four ideas:

o Just Say No o Get away from interruptions o Expect the unexpected o Don’t Procrastinate

These four ideas refer back to the black hole time wasters and other things rather than your work. Time wasters kill your production and you must develop the characteristic and strength of character to say “no” and get away from the interruptions that take your attention away. As a leader you should always be on your toes and expect the unexpected, because plans could change and Fragmentary Orders can come in at any moment and completely change the mission.

• Evaluate The “E” in “Power” refers to the word “Evaluate.” Evaluating is the step where you take the moment to look back and reflect on what you have done by checking your time. Did you get it done? You should ask yourself this question in relation to what you have accomplished thus far in relation to where you are in the Power Model. This is the step where you assess your progress and time management skills you have implemented and if you were able to do it effectively

• Rethink The “R” in “Power” refers to the word “Rethink.” Rethinking is the branch off of evaluating where after you have assessed what you have done, you then would evaluate your work. The Rethink phase is the step that is there to help you understand what does/doesn’t work and lets you build a plan to make adjustments on your time management.

The One-Third/Two-Thirds Rule

The One-Third/Two-Thirds Rule is put in place so leaders make sure that all subordinate levels have sufficient time for their own planning and preparing. This rule means that as leaders you use no more than one-third of the available time for planning and issuing the Operation Order (OPORD). Leaders will leave the remaining two-thirds of time for the subordinates. This rule is important because as a leader you cannot take all the time planning your mission because your subordinates must also have the time to plan and prepare off of what you originally planned. If you soak up all the time allotted on planning you are not allowing your people to be ready and that will lead to disastrous effects.

Chapter 2 17

The Communication Process Communication is an important skill for a leader to effectively get across critical information and reach an understanding with their listener regarding issues and solutions.

Communication is a system of transmitting messages using multiple components. It is generally used to convey thoughts, feelings, and ideas.

Below is the communication model

RECEIVER

Meaning • What I am thinking in my mind –

my intention?

Encoding • How I translate the message

into words and/or symbols?

Transmit

• How I send the message?

SENDER

Perceive • How I receive the

context?

Decode • How I interpret the

words and/or symbols?

Meaning • How I apply my personal

attributes to the words in my mind?

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With any communication you will run into noise, or barriers, that work to block effective communication. Types of barriers consist of internal and external barriers:

Internal Barriers:

• Lack of Listening • Uninteresting conversation • Unimportant • Receiver begins to respond

External Barriers:

• Environmental distractions • Visual distractions • Cultural differences

• Prejudice/bias

Communication is most effective when it is:

Clear Concise Coherent Convincing

Complete Correct Credible Controlled

In order to have effective communication you can follow the 4 step process:

1. Focus your message o Plan what you want to say o Make them understand your intent or goal o Be specific with what you say o “Bottom Line Up Front” (BLUF)

2. Magnify or capture your listener’s attention o Create an interest o Convey the importance of your message o Ask for their complete attention

3. Penetrate and break the barriers o Limit the distractions o Ask for their feedback o Restate the message if needed

4. Listen actively

Chapter 2 19

Chapter 3 Cadet Roles & Procedures

Chapter 3 21

Chapter 3: Roles & Procedures

Leadership Roles:

• Cadet Team Leader In an ordinary infantry squad there are two teams. (Alpha and Bravo) The infantry’s squad leader chooses team leaders to be either Alpha (assault element) or Bravo (support element) and has them take control and lead the soldiers. In an ordinary squad there is roughly nine soldiers. The squad leader will instruct who are the team leaders and then split the remainder of the squad members into these two teams. The team leaders will take control of their soldiers. The expectation is to follow a solid chain of command where the individual soldiers will report to the team leaders and the team leaders will then report to the squad leader. Following a similar design, information will be passed downwards through the squad leaders. The team leaders are responsible for their team members and will do inspections prior to a mission. Team leaders will check

o Everyone has the right equipment (such as uniforms, weapons, etc.) o Everyone has enough ammo and supplies (such as food and water) o Everyone knows exactly what their part is in the mission and if they’re part of a

special team, then they know what’s expected of them. The team leader will keep the squad leader informed on the status and whereabouts of the team members during and after each mission.

• Cadet Squad Leader In an ordinary infantry platoon there are four squads. (Three rifle squads and one weapons squad) The infantry’s platoon leader either chooses the squad leaders or they are already assigned. The squad leader is in charge of his squad of roughly nine soldiers and assigns team leaders to take charge of these members. The squad leader disseminates information, as it becomes available, to the team leaders who then provide it to the team members. Squad leaders ensure that their soldiers meet the standards in appearance and with equipment and property. They are held accountable for their soldiers as they report directly to the platoon sergeant with ACE reports. (Ammo, Casualty, Equipment) Squad leaders assign soldiers to special team positions for the mission. Special teams consist of:

o Aid & Litter team (9 Line Medevac’s) o Demolition team o Enemy Prisoner of War team (EPW) o Breach and Clear team

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• Cadet Platoon Sergeant In an ordinary infantry platoon there is one person who directs the platoon with all the day to day operations and that is the platoon sergeant. The platoon sergeant stands at the front of the platoon during formation and has many duties to perform for his platoon. The platoon sergeant’s duties include:

o Well-being of the soldiers o Leadership of the platoon o Accountability of the platoon o Conducts physical fitness programs o Control during formations, inspection of soldiers, and appearance o Maintains the platoon roster

• Cadet Platoon Leader In an ordinary infantry platoon there is one person who leads and controls the platoon and that is the platoon leader. The platoon leader stands at the back of the platoon during formation and takes over command at the front whenever they want to say something or if an officer is addressing the detachment. The platoon leader plans and leads his platoon but leaves it up to the platoon sergeant to carry out his decisions.

• Cadet First Sergeant In an ordinary infantry company there is normally 3-5 platoons with one person who directs the company with all the day to day operations and that is the 1st sergeant. The 1st sergeant stands at the front of the platoons (company) during formation and has many duties to perform for the battalion. They are normally the premier non-commissioned officer and senior enlisted member and they will answer to the Company Commander and officers. As a First Sergeant you will help train soldiers and other enlisted members, as well as officers within the company

• Cadet Company Executive Officer The Company Executive Officer (XO) is usually the second in command of the company and is in charge of the company’s administrative operations. They also assist in training, mission planning, and logistics (resupply). However, their main role is the administrative function.

Chapter 3 23

• Cadet Company Commander The Company Commander is the leader and highest ranking officer of the company. They are in responsible with what the company does and fails to do. They stand at the back of the formation and can take control of their company whenever they may choose. As a company commander when training you will be responsible with:

o Receiving and Issuing Warning Orders (WARNO) and creating Operations Orders (OPORD)

o Communicate with First Sergeant on supply and accountability o Supervises the training

Troop Leading Procedures

1. Receive the Mission

2. Issue a warning order (WARNO)

3. Make a tentative plan

4. Start necessary movement

5. Conduct Reconnaissance

6. Complete the plan

7. Issue the complete order

8. Supervise and Refine

Receive the Mission In this step you as the leader may receive the mission in a warning order, an operation order (OPORD), or a fragmentary order (FRAGO). After receiving the mission you will immediately begin planning by analyzing the mission using METTTC factors:

• Mission • Enemy • Time Considerations • Troops Available • Terrain Considerations (OAKOC)

o Observations and Fields of Fire

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Observations – What can be seen with the naked eye and with equipment such as binoculars

Fields of Fire – Set sectors of fire with a left and right linear limit that must be covered by a weapon system at all times

o Avenues of Approach Areas of terrain where the enemy are likely to approach from

o Key and Decisive Terrain Key Terrain – Land that is an essential component of a battle that will

provide a marked advantage to whichever side controls it Decisive Terrain – Land that is vital to secure in order to achieve mission

success o Obstacles

Natural or man-made features that will restrict, slow, or delay movement for either side

o Cover and Concealment Cover – protective space that will hide you from visibility and provide you

with security from direct (bullets) and indirect fire (artillery, air support) Concealment – space that will hide you from visibility but not provide you

with security from fire • Civil Considerations

Issue a Warning Order (WARNO) In the WARNO you will provide the initial instructions for the mission. This order just provides your subordinates with enough information for preparation. Generally a WARNO will include:

• The mission/nature of the operation • Who will be participating • The time the operation will be occurring • The time and place where the operation order (OPORD) will be given

Make a Tentative Plan When making a tentative plan you will estimate the situation and come up with a general plan to get movement started. You will carefully decide your course of action using the military decision making process

• Detailed mission analysis • Situation analysis and course of action development • Analysis of each course of action • Comparison of each course of action

Chapter 3 25

• Decision

You will use this process as your tentative plan and revise as necessary.

Start Necessary Movement In this step the platoon is coming together and getting prepared for the mission. This step is for your subordinates to get the necessary equipment for the operation and do anything else beforehand such as getting something to eat.

Conduct Reconnaissance In this step, you will survey the terrain. Based off your time, you will confirm the terrain, adjust your plan if needed, verify routes, and time critical movements. If you do not have the time, you will use a map to look over the terrain.

Complete the Plan In this step the leader finally concludes their planning and makes adjustments off their reconnaissance or any changes regarding the situation. You will review the mission from the view point that is what is originally given to you to make sure you’re within the boundaries and are getting done what your commander wants to accomplish.

Issue the Complete Order In this step you will issue your Operations Order (OPORD) to your troops to let them know what is they will be doing, why it is necessary, and what is expected of them. The OPORD generally follows a 5 paragraph format:

• Situation o Brief overview of the situation regarding the enemy and friendly forces

• Mission o Concise couple of sentences that state clearly the task and purpose

• Execution o How the mission will get done (Who, What, When, Where, and Why), including

the commander’s intent • Sustainment

o Anything about resupply, transportation, medical evacuation, personnel, and prisoners of war

• Command and Signal

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o Your command leader location including the signals you will issue such as one to initiate fire, and the chain of command sequence that follows after you just in case something happens

Supervise and Refine In this step you will have your subordinates conduct rehearsals or practice walk through from the time you depart all the way until after the mission. You will correct anything you don’t like in the plan and make sure your soldiers know they are doing by an individual basis. You will also conduct final inspections on gear, ammo, water, uniforms, etc.

Chapter 3 27

Index

Army Leader Requirements ...................... 11

Army Values ............................................... 6

Behavioral Theory ...................................... 4

Be-Know-Do Model ................................... 6

Bottom Line Up Front ............................... 18

Cadet Company Commander .................... 23

Cadet Company Executive Officer ........... 22

Cadet First Sergeant .................................. 22

Cadet Platoon Leader ................................ 22

Cadet Platoon Sergeant ............................. 22

Cadet Squad Leader .................................. 21

Cadet Team Leader ................................... 21

communication model ............................... 17

Complete the Plan ..................................... 25

Conduct Reconnaissance .......................... 25

Evaluate..................................................... 16

External Barriers ....................................... 18

Foundations of Army Leadership ............... 6

Giving purpose ............................................ 3

Influencing People ...................................... 3

Internal Barriers ........................................ 18

Issue the Complete Order .......................... 25

Leader Character ....................................... 11

Leader Intellect ......................................... 12

Leader Presence ........................................ 12

Leader v. Manager ...................................... 5

Leadership ................................................... 3

Make a Tentative Plan .............................. 24

Motivating ................................................... 3

OAKOC .................................................... 23

Operating and Improving ............................ 4

OPORD ..................................................... 25

Organize .................................................... 15

Prepare ...................................................... 14

Providing Direction ..................................... 3

Receive the Mission .................................. 23

Rethink ...................................................... 16

SMART ..................................................... 13

Start Necessary Movement ....................... 25

Supervise and Refine ................................ 26

The One-Third/Two-Thirds Rule .............. 16

The Power Model ...................................... 14

Trait theory.................................................. 4

Troop Leading Procedures ........................ 23

WARNO ................................................... 24

warrior ethos ............................................. 12