VISUAL TRACKING

Visual tracking is following the path of men or animals by the signs they
leave, primarily on the ground or vegetation. Scent tracking is following men or
animals by their smell.

1. Be patient
63688604. Be able to move slowly and quietly, yet steadily, while detecting
and interpreting signs.
63688605. Avoid fast movement that may cause you to overlook signs,
lose the trail, or blunder into an enemy unit.
63688606. Be persistent and have the skill and desire to continue the mission
even through signs are scarce or weather or terrain in unfavorable.
63688607. Be determined and persistent when trying to find a trail that you
have lost.
63688608. Be observant and try to see things that are not obvious at first
glance.
63688609. Use your senses of smell and hearing to supplement your sight.
63688610. Develop a feel for things that do not look right. It may help you
regain a lost trail or discover additional signs.
63688611. Know the enemy, his habits, equipment, and capability.

FUNDAMENTALS OF TRACKING

Displacement - takes place when something is moved from its original

position. An example is a footprint in soft, moist ground. The foot of the
person that left the print displaced the soil, leaving an indentation in the ground.
By studying the print, you can determine many facts. For example, a print that
was left by a barefoot person or a person with worn or frayed footgear
indicates that he may have poor equipment.

Staining - A good example of staining is the mark left by blood from a

bleeding wound. Bloodstains often will be in the form of drops left by a
wounded person. Blood signs are found on the ground and smeared on leaves
or twigs.

Weathering - Weather may either aid or hinder tracking. It affects signs in

ways that help determine how old they are, but wind, snow, rain, and sunlight
can also obliterate signs completely.

Littering - Poorly trained units may leave trails of litter as they move.
Gum or candy wrappers, ration can, cigarette butts, remains of fires, or
human feces are unmistakable signs of recent movement.

Camouflage - If a party knows that you are tracking it, it will probably use
camouflage to conceal its movement and to slow and confuse you. Doing so,
however, will slow it down. Walking backward, brushing out trails, and moving
over rocky ground or through streams are examples of camouflage that can be
used to confuse you.

TRACKING TEAMS

Your unit may form tracking teams. The lead team of a moving unit
can be a tracking team, or a separate unit may be a tracking team. There are
many ways to organize such team, and they can be any size. There should
however, be a leader, one or more trackers, and security for the trackers. A
typical organization has three trackers, three security men, and a team leader
with a radiotelephone operator (RATELO).

TRACKER DOGS

Tracker dogs may be used to help track an enemy. Tracker dogs are
trained and used by their handlers. A dog tracks human scent and the scent
of disturbed vegetation caused by man's passing.

COUNTERTRACKING

While moving from close terrain to open terrain, walk past a big tree (30
cm {12 in} in diameter or larger) toward the open area for three to five paces.
Then walk backward to the forward side of the tree and make a 90-degree
change of direction, passing the tree on its forward side. Stop carefully and
leave as little sign as possible. If this is not the direction that you want to go,
change direction again about 50 meters away using the same technique. The
purpose of this is to draw the enemy tracker into the open area where it is harder
for him causes him to search the wrong area.

When your direction of movement parallels a stream use the stream, to

deceive an enemy tracker. Some tactics that will help elude a tracker are as
follows:

- Stay in the stream for 100 to 200 meters.

- Stay in the center of the stream and in deep water.
- Watch for rocks or roots near the banks that are not covered with moss
or vegetation and leave the stream at the point.
- Walk out backward on soft ground.
- Walk up a small, vegetation-covered tributary and exit from it.

LOOPHOLES

A loophole blown or cut in a wall provides cover for a fighting position.

Using loopholes reduces the number of windows that have to be used. Cut or
blow several loopholes in a wall so the enemy cannot tell which one you are
using. When using a loophole, stay back from it. Do not let the muzzle or flash
of your rifle show through it.

To reinforce a loophole and add cover, put sandbags around If you will
be firing from a prone position on the second floor, put sandbags on it or some
other sturdy structure to provide overhead cover. That will protect you from
falling debris.

PERIMETER DEFENSE

A. A perimeter defense can be part of selected missions. Some of these

include.

(1) Assembly areas (preserve the force and/or prepare for other
missions).
(2) Hide position and/or patrol base (preserve the force and/or prepare
for other missions)
(3) Defense of a specific location (a downed aircraft, a LZ, a bridge,
terrain retention.

B. The characteristics of a perimeter defense are:

(1) Units and personnel are distributed more or less equally through all
360 degrees (other techniques have 360 degree security but do not always have
personnel through all 360 degrees).

(2) Distance between squads and individual positions must have

interlocking fires to the right and left.

(3) The bulk of the combat power is placed on the outer edge of the
position.

(4) No penetrations of the perimeter are permitted. Any that occur are
immediately counterattacked.

C. The need to hold or protect feature such as bridge, airfield, from enemy
observation and fire may restrict the positioning of unit within a perimeter.

1) Position anti-armor weapon system on armor restrictive terrain to

concentrate fires on armor approach.

2) Providing as much depth as the diameter of the perimeter allows

through his location of security element. The reserve and secondary sectors of
the fires of anti-tank weapon.
3. Constructing obstacles to fix or block the enemy so can be
effectively engaged.

D. Perimeter defenses that are patrol bases or assembly areas are often
established in the dark. In this case, it is easiest to use a triangle or circle
formation. For purposes of control, soldiers may have to be positioned in a
straight line along the perimeter (so they not shoot each other in the dark), but as
soon as it is light enough to see, they are repositioned in a staggered formation
to add depth to the position. Depth is also provided by retaining small reserve
under control of the platoon leader or squad leader (a fire team plus the platoon
Headquarters under the platoon; squad leader; and one SAW gunner for squad
perimeter) to counterattack penetrations, or reinforce threatened areas. Within
the platoon perimeter, squad supplementary and alternate positions can be used
to add depth (Figure 6-12).

E. Perimeter vary in shape depending on the terrain and situation. If the

commander determines the most probable direction of enemy attack, he may
weigh that part of the perimeter to cover the avenue of approach and strengthen
the effectiveness of the perimeter. He may use natural obstacles, such as river,
which allows combat power to concentrated in more threatened sectors.

F. Several Methods may be used to organize a battalion perimeter. One

method is to place all platoon in the battalion in position on the perimeter. This is
at least desirable since it facilitates an enemy penetration. However, certain
positioning techniques can some create depth in defense.

1) The perimeter is divided in to company sector with boundaries and

coordinating point which are established based on the same considerations
discussed earlier. When possible two platoon (each with three squads abreast)
are place on the outer perimeter and one of the inner perimeter of each sector
this give depth to the platoon position and facilitate control. It give one platoon
from each rifle company the mission to support front line (just add in the
defense). Also it enable the company commander to locate is Command Post
and his 60mm mortar near the reserve platoon enhancing control and security.

2). The battalion commander may elect to assign two rifle companies
to the outer perimeter and the third to an inner perimeter. The inner perimeter
should be far enough from the outer perimeter to prevent the enemy from
suppressing both with same fire. However the inner perimeter must be closed
enough to support the outer perimeter with small arms fire gaps on the outer
perimeter between units are in restrictive terrain with restrictive fields of fire and
observations. No gaps should be allowed and a narrower frontage may be
required. This may also required the company commander to deploy all this
platoon in line.
3) The commander ensure the perimeter position have rearward
protection from inner perimeter weapon once the inner perimeter is established.

4) Combat vehicles supporting the defense are normally assigned

firing position on the perimeter, covering the most likely mounted avenue of
approach. The commander must ensure that vehicles do not destroy wire
communication

5) Isolation may drive the battalion commander to form a perimeter if

so. Combat and combat support element from other units may seen the battalion
protection. These units given mission based on their support abilities. Any fire
support provided from outside the perimeter is coordinated and integrated into
the overall defensive plan. The extra fire support conserves the ammunition of
this units within the perimeter.

6) The battalion commander normally employ the scout platoon

outside the perimeter for early warning. He augment security with squad size or
smaller element , which are provided and controlled by units on the perimeter.
The security elements are positioned to observe avenue of approach. Patrol
cover areas that cannot be observed by stationary element. If the scout platoon
remain under battalion control. It coordinate with units on the perimeter for
passage on lines.

7) Reserve element may consist of a designated unit or a provisional

force organize from Headquarters and support personnel. They form the second
line of defense behind the perimeter element, ideally reserve are mobile enough
to react to enemy action in any portion of the perimeter element. They are
positioned to block the most dangerous avenue of approach and are assigned on
order position on other critical avenue. If available combat vehicles initially any
and support occupying firing position on the perimeter may be tasked to reinforce
the reserve on the order.

8) The perimeter defense is conducted much like a forward defense ,

mortar FA, engaged the enemy at long ranges. As the come within small arms
ranges other weapons are engage in. If the assaults continues, FPF's are fired. If
the perimeter is penetrated, the reserve blocks the penetration or counter
attacked to restore the perimeter. After committing the initial reserve the
commander must reconstitute a reserve to meet other threats. This force
normally comes from an unengaged unit in another portion of the perimeter. If an
unengaged force is used to constitute a new reserve, sufficient forces must be
retained to defend the vacated sector.

9) Combat Support element may support from with the perimeter or

from the another location, defending on the mission and status of the battalion,
the type of transport availability, the weather, and the terrain, re-supply is often by
the air. The availability of landing zone (LZ) and DZS protected from the enemy
observation and fire is a main consideration in selecting the position. Since aerial
re-supply is vulnerable to weather and enemy fires commanders must emphasize
supply economy and protection of available stock.

SMALL UNIT LEADERSHIP

(MILITARY LEADERSHIP)

I. CONCEPT OF LEADERSHIP:

The concept of leadership is based on accomplishing the organizational

mission while preserving the dignity of the soldier. This requires that continuing
effort be made to maintain a proper balance at all times between fulfillment of the
goals (Mission0 of the organization and the needs and goals of its members.
Leadership behavior must be, therefore flexible in technique and personal in
application to motivate the soldier, promote and maintain a high state of discipline
and responsiveness, and develop a combat-effective unit.

The ultimate objective of leadership in a military organization will always

be the successful ACCOMPLISHMENT OF THE MISSION. In striving to
achieve this goal, the leader must accept full personal responsibility for all his
decisions and must continually assess the situational environment in which he is
operating. Situations may arise in which the leader must take a directive
approach and limit to varying degrees of extent to which his subordinates
participate in the decision-making process. Even then the need and goals of the
soldier should not be ignored. The leader must always keep uppermost in his
mind that unit mission are accomplished by the people who comprises the unit. If
they are to contribute willingly and wholeheartedly to the accomplishment of
those missions, the leader must always exert every reasonable effort to consider
their needs.

Too often leaders focus their efforts on short-range goals at the

unnecessary expense of their subordinates. In the long run this can be
detrimental to both the soldier and the unit. Effective leadership is, on the other
hand, accomplishing the mission with a minimum expenditure of time and effort
and an appropriate balance between unit, group, and individual needs and goals.

II. LEADERSHIP FUNDAMENTALS:

In military as well as in civilian usage, the functions of COMMAND,

MANAGEMENT, and LEADERSHIP becomes a question of interpretation due to
their interrelationship. To enable each leader to begin the study of leadership
with a common foundation, it is necessary to understand these terms, their
definitions, and their relationship in the army.

a. COMMAND - IS THE AUTHORITY A PERSON IN THE MILITARY

SERVICE LAWFULLY EXERCISES OVER SUBORDINATES BY VIRTUE OF
HIS RANK AND ASSIGNMENT OR POSITION. It provides the legal basis for
exercise of the broad activities of leadership and management and is derived
from the position to which he is assigned. Command is based primarily on
authority delegated through the CHAIN OF COMMAND. AUTHORITY is the
legitimate power of a leader to direct those subordinate to him or to take action
within the scope of his position. RESPONSIBILITY is an integral part of the
leader's authority. All Army men are morally and legally accountable for their
actions.

b. MANAGEMENT - IS THE PROCESS OF PLANNING,

ORGANIZING, COORDINATING, DIRECTING, AND CONTROLLING
RESOURCES SUCH AS: MEN, MATERIAL, TIME, AND MONEY TO
ACCOMPLISH THE ORGANIZATIONAL MISSION. The commander is involved
in all organizational activities. When a commander is unable to personally
supervise each activity, he delegates his authority and thereby uses his
subordinates to assist him in the accomplishment of the mission. Of the
resources available, MEN ARE THE MOST IMPORTANT. This resource is the
foundation for the employment of the other resources.

c. LEADERSHIP - IS THE PROCESS OF INFLUENCING MEN IN

SUCH A MANNER AS TO ACCOMPLISH THE MISSION. Leadership involves
the personal relationship of one person to another, the ability of a commander to
use his personality to directly influence his subordinates to accomplish a mission.
A LEADER IS A PERSON WHO USES THE TECHNIQUE OF LEADERSHIP TO
ACCOMPLISH THE MISSION.

III. TRAITS AND PRINCIPLES OF LEADERSHIP:

a. LEADERSHIP TRAITS - ARE DISTINGUISHING QUALITIES

DEMONSTRATED BY COMMANDERS TO EARN RESPECT, CONFIDENCE,
WILLING OBEDIENCE, AND LOYAL COOPERATION OF HIS MEN. However,
possession of these traits by itself does not guarantee success, but apparently
they are most desirable in all leaders. Although these traits are a good guide for
the desirable personality development of a leader, the mission, the personalities
of subordinates, and the situation will have a direct effect on which traits the
leader must apply.

LEADERSHIP TRAITS

1. Bearing 8. Integrity
2. Courage 9. Judgement
3. Decisiveness 10. Justice
4. Dependability 11. Knowledge
5. Endurance 12. Loyalty
6. Enthusiasm 13. Tact
7. Initiative 14. Unselfishness

1. BEARING - CREATING A FAVORABLE IMPRESSION IN

CARRIAGE, APPEARANCE, AND PERSONAL CONDUCT AT ALL TIMES. The
bearing of the leader establishes the standard, which affects subordinates, peers,
and superiors. His appearance and manner should reflect alertness, energy,
competence, and confidence. Frequent irritation, loss of temper, and vulgar
speech indicates a lack of self-control or self-discipline. A leader who cannot
control himself cannot be expected to control others. DIGNITY is also an
essential element, which implies a state of being honorable and requires the
control of one's actions and emotions. To develop good bearing, a leader should
concentrate on achieving and maintaining the highest standards in
APPEARANCE AND CONDUCT.

2. COURAGE - MENTAL QUALITY WHICH RECOGNIZED

FEAR BUT ENABLES THE INDIVIDUAL TO MEET DANGER OF OPPOSITION
WITH CALMNESS AND FIRMNESS. It is a quality of mind that gives a man
control over fear, enabling him to accept responsibility and act properly in a
threatening situation. Courage exists in a moral, as well as a physical sense.
Moral courage means knowing and standing up for what is right in the face of
popular disfavor. A leader who has moral courage will admit his errors, but will
enforce his decisions when he is sure he is correct. To help attain and
demonstrate courage, the leader should study and understand his reactions to
fear, and control his fear by developing self-discipline and calmness. He must
stand for what is right in the face of popular disagreement and accept blame
when he is at fault.

3. DECISIVENESS - ABILITY TO MAKE DECISIONS

PROMPTLY AND THEN EXPRESS THEM IN A CLEAR AND FORCEFUL
MANNER. Many situations have more than one solution. The wise leader gets
all the facts, weighs one against the other, then calmly and quickly arrives at a
sound decision. The leader should also bear in mind that many sound ideas
originate at the subordinate level. He should solicit opinions of his subordinates
when appropriate. A positive approach, little waste of time, objectivity, timely
analysis, and sound evaluations of opinions made by others all contribute to the
development of decisiveness in the leader.

4. DEPENDABILITY - CERTAINTY OF PROPER

PERFORMANCE OF DUTY. A dependable leader can be relied upon to carry
out any activity with willing effort. This willing and voluntary support of the
policies and orders of the chain of command does not mean blind obedience.
Most commanders will listen to the suggestions of their subordinates, but once
the commander makes the final decision, the subordinate must give it his
complete and energetic support. The leader who has a high sense of duty will
continually put forth his best efforts in an attempt to achieve the highest
standards of performance.

5. ENDURANCE - MENTAL AND PHYSICAL STAMINA

MEASURED BY THE ABILITY TO WITHSTAND PAIN, FATIGUE, STRESS, AND
HARDSHIP. Lack of endurance in a combat situation may be mistaken for
COWARDICE. Likewise, the leader's lack of endurance makes him a liability
rather than the asset he should be. The leader sets the standards for a unit most
effectively by example. The leader must display an acceptable, if not superior
level of endurance. He may develop his endurance and stamina by regular
participation in a strenuous physical and mental activities. Self-discipline and
fortitude are essential in developing and maintaining endurance.

6. ENTHUSIASM - DISPLAY OF SINCERE INTEREST AND

ZEAL IN THE PERFORMANCE OF DUTIES. This requires the leader to be
optimistic and cheerful. The leader must, therefore, willingly accept the
challenges of his profession and determine to do the best job possible. This
attitude helps create a good unit. Whether in training or combat, enthusiastic
troops are very helpful in accomplishing the mission. To avoid becoming stale, set
aside a brief period daily to relax. CAPITALIZE ON SUCCESS.

7. INITIATIVE - TAKING ACTI0N IN THE ABSENCE OR

ORDERS. Men develop respect and trust for a leader who meets new and
unexpected situations with prompt action. The men should therefore be assigned
to tasks commensurate with their grade and experience level. This allows them to
work out the details and complete the tasks. When normal resources do support
a situation, especially under combat conditions, another method must be found to
solve the problem. The ability to anticipate future unit missions is also important.
CAUTION, JUDGMENT, and DISCRETION must be used in reaching decisions.
To aid developments of initiative, STAY ALERT, TRY TO RECOGNIZE THE TASK
THAT NEEDS TO BE DONE, and then DO IT. Use available resources efficiently.

8. INTEGRITY - UPRIGHTNESS OF CHARACTER AND

SOUNDNESS OF MORAL PRINCIPLE AND THE QUALITY OF ABSOLUTE
TRUTHFULNESS AND HONESTY. In the military, the lives of thousands are
placed in the hands of a few leaders. Reports from the small unit leader to the
highest headquarters must contain true facts because the seemingly unimportant
report might have great effect. Sound estimation and planning at high levels are
impossible without accurate information supplied throughout the chain of
command. A leader who proves himself UNRELIABLE or of QUESTIONABLE
INTEGRITY has NO place in the military.

9. JUDGMENT - ABILITY TO MAKE WISE DECISION AS

BASED ON VALID FACTS. Anticipation of situations, avoidance of hasty
decisions, and the application of common sense will insure success in most
situations with which the leader is confronted. The lack of technical expertise in a
given situation may turn what would ordinarily be a sound decision into a
DISASTER. Often a sign of good judgment is KNOWING WHEN TO ASK A
QUESTION.

10. JUSTICE - (FAIRNESS) BEING IMPARTIAL AND

CONSISTENT IN EXERCISING COMMAND. Prejudice of any kind cannot be
accepted. Each decision made by a leader is a test of FAIRNESS, which is
observed by subordinates and superior alike. A careless mistake can destroy a
reputation of fairness that month to establish. When confronted by a situation
requiring justice, the leader must be FAIR, CONSISTENT, and PROMPT. Justice
also has a positive effect in the forms of AWARDS and DECORATIONS. The
effective leader does not fail to recognize subordinates who are worthy of
COMMENDATION and AWARDS. The leader who uses nothing but punishment
will destroy his unit's morale.

11. KNOWLEDGE - ACQUIRED INFORMATION INCLUDING

PROFESSIONAL KNOWLEDGE AND AN UNDERSTANDING OF
SUBORDINATES. The leader should develop a program of learning to keep
himself abreast of current developments in his military specialty, command
policies, and his local and world communities. Field manuals, directives,
magazines, etc are valuable towards this goal. Serious discussion, research, and
experience also contribute to broadening the leader's knowledge.

12. LOYALTY - QUALITY OF FAITHFULNESS TO COUNTRY,

SENIORS, AND SUBORDINATES. The good leader does not allow his personal
opinion to interfere with his mission, nor does he give the impression of
disagreement with orders when relaying them to his men. He views his orders as
his superior's method of dealing with the situation.

13. TACT - ABILITY TO DEAL IN A RESPECTFUL MANNER

AND WITHOUT HURTING ONE'S FEELINGS. The leader who displays tact in
dealing with superiors and subordinates encourages courteous treatment in
return. During conditions of stress or when delivering criticism to a subordinate,
the use of tact becomes more challenging. Usually, CALM, COURTEOUS, FIRM
approach will bring cooperative response without creating ill feeling. Abrupt and
forceful orders may be desirable in emergencies because of time saved and the
seriousness of the situation.

14. UNSELFISHNESS - AVOIDANCE OF COMFORT AT THE

EXPENSE OF OTHERS. The comfort, pleasure, and recreation of subordinates
should be placed before that of leaders. It is difficult to respect a leader who
seeks his own comfort over that of his men or who hoards credit for achievement
made possible by subordinates. The true leader places himself last in priority
and shares the dangers and hardship with his men.

b. LEADERSHIP PRINCIPLES - ARE GUIDELINES FOR USE OF

THE COMMANDER IN THE EXERCISE OF LEADERSHIP. These are the
guidelines for use of the commander in his relationship with his men. These
principles have stood the test of time and have guided the conduct and action of
successful leaders of the past. The fact that every leader has not always made
full use of each one of these principles does not make them any less valid.
Although their application may vary with the situation, a leader who disregards
them risks failure.

THE LEADERSHIP PRINCIPLES

1. Know yourself and seek self-improvement (KNOW YOUR

JOB).
2. Be technically and tactically proficient.
3. Seek responsibility and take responsibility for your actions.
4. Make sound and timely decisions.
5. Set the example.
6. Know your men and look out for their welfare.
7. Keep your men informed.
8. Develop a sense of responsibility in your subordinates.
9. Insure that the task is understood, supervised and
accomplish.
10. Train your men as a team.
11. Employ your unit in accordance with its capabilities.
1. KNOW YOURSELF AND SEEK SELF-IMPROVEMENT - A
leader should determine his own strength and weakness. Through this, he can
also determine his capabilities and limitations. Through knowledge of himself,
combined with his knowledge of individual and group behavior, the leader is able
to evaluate how his actions and behavior affect his subordinates. The leaders
solicits, when appropriate, the honest opinions of his contemporaries or superiors
as to how he can improve his leadership. This further gives leader knowledge
necessary to further develop his strength and strengthen his weakness.

2. BE TECHNICALLY AND TACTICALLY PROFICIENT - A

leader must demonstrate to his men that he is well qualified to lead his unit. He
must be competent in combat operations and training as well as in the technical
and administrative aspects of his duties. RANKS and POSITIONS alone will not
automatically gain the respect and confidence of the subordinate. The leader
must demonstrate his proficiency to get his men's respect and confidence. If the
leader is deficient in carrying out his duties, his men will lose confidence in his
ability and in the effectiveness of their unit.

3. SEEK RESPONSIBILITY AND TAKE RESPONSIBILITY OF

YOUR ACTIONS - the leader must take the initiative to accomplish his unit's
mission. By seeking responsibility, he develops himself professionally and
increases his leadership ability. He accepts responsibility for all that his unit does
or fails to do. In the absence or orders, seizing the initiative and taking the
necessary action based on personal judgment and experience will aid in the
accomplishment of the mission. Constant study, training and proper planning will
lay the groundwork for the competence necessary for the sound and timely
decisions which form the basis for the leader's actions.

4. MAKE SOUND AND TIMELY DECISIONS - the leader must

be able to make a rapid estimate of the situation and arrive at a sound decision.
He must be able to reason under the most trying conditions and decide quickly
what action is necessary to take advantage of opportunities as they occur. He
must not create HESITANCY, LOSS OF CONFIDENCE, and CONFUSION within
his unit. When circumstances dictate a change of plans, PROMPT REACTION
builds the men's confidence in their leader.

5. SET THE EXAMPLE - A leader must be a good example for

his men in INTEGRITY, COURAGE, ADMINISTRATIVE KNOWLEDGE,
PROFESSIONAL COMPETENCE, PERSONAL APPEARANCE, and
PERSONAL CONDUCT. Moreover, he must set the personal and professional
standards for his organization by his performance. Otherwise, the mutual
confidence and respect that exist between himself and his men may be
destroyed. (Share danger and hardship with your men, demonstrate your
willingness to assume your share of the difficulties).
6. KNOW YOUR MEN AND LOOK OUT FOR THEIR
WELFARE - A leader must know and understand his men. Aside from their
names, marital status, hometown and other such data, the leader must also
understand what makes his men tick - their values, ideals, and attitudes. The
leader must therefore observe, become personally acquainted with, and
recognize his men as individuals who have different backgrounds and different
personalities. When men know you are concerned with their welfare, they will
have an attitude which enables them to accomplish their unit's goal.

7. KEEP YOUR MEN INFORMED - This will encourage

initiative, improve teamwork, and enhance morale. A subordinate expects to be
kept informed and when possible, given the reason for a particular assignment.
Otherwise, he may become frustrated and will not perform well. Well-informed
soldiers have a better attitude towards the leader and the unit and will therefore
be a better soldier. Additionally, subordinate leaders are kept abreast of the
situation and, in your absence, will be able to make similar decisions based on
the same reasoning. If they have to make similar decisions based on the same
reasoning. If they have respect and confidence in their leader, soldiers will
accept a number of tasks without knowing WHY. In combat, men expect to be
told what to do without delay for explanations. By keeping them informed, you will
also reduce FEAR and RUMORS.

8. DEVELOP A SENSE OF RESPONSIBILITY IN YOUR

SUBORDINATES - Another way to show your men that you are interested in their
welfare is to give them the opportunity for professional development. Delegation
of authority commensurate with responsibility develops mutual confidence and
respect between the leader and his subordinates. It also encourages the
subordinates to exercise initiative and to give his wholehearted cooperation in the
accomplishment of the unit's tasks. The leader who properly delegates authority
demonstrates faith in his subordinates and increases their desire for greater
responsibility.

9. INSURE THAT THE TASK IS UNDERSTOOD,

SUPERVISED, AND ACCOMPLISHED - Your men must know what is expected
of them and must be informed of specific task requirements through clear and
concise orders. Be sure that you are understood by communicating with your
subordinates. Do not overstate an order by giving too many details.
Subordinates resent over supervision and harassment. Initiative is develop in
men when they can develop their own techniques for performing tasks.
However, troops should understand that their leader is available for advice and
counsel when the situation arises.

10. TRAIN YOUR MEN AS A TEAM - Your men must also be

well trained if they are to accomplish any mission. It is the leader's duty to train
the members of his unit so that they will be tactically and technically proficient,
and so that they work as a team. Teamwork is a KEY to mission
accomplishment. Members of a unit will perform better if they have sense of
belonging and team spirit. The unit gives its member a feeling of
ACCOMPLISHMENT, SECURITY, and RECOGNITION; and in return, the
members give his best for the unit.

11. EMPLOY YOUR UNIT IN ACCORDANCE WITH ITS

CAPABILITIES - Good training prepares a unit for its job. The leader must know
what his unit is trained to do, as well as its capabilities. Men get satisfaction from
performing tasks, which are reasonable but challenging, but become dissatisfied
if they are given tasks, which they consider too easy or too difficult to accomplish.
The leader must exercise sound judgment in employing his unit because each
time the unit fails, it causes his men to lose confidence in him as the leader. In
time, this will lower morale, esprit de corps, discipline, and proficiency.

c. The Traits and Principles of Leadership are NOT in themselves the

solution to good leadership. They can, however, help the leader because they
present desirable personal QUALITIES and common sense GUIDELINES for use
in his relationship with his men. In the exercise of leadership, there are two basic
responsibilities of the commander:

1. Accomplishment of the mission;

2. Welfare of the men.

IV. INDICATORS OF LEADERSHIP:

a. LEADERSHIP INDICATORS - ARE CHARACTERISTICS OF A

UNIT WHICH INDICATE SUCCESS OR FAILURE IN THE EXERCISE OF
MILITARY LEADERSHIP. These indicators can be used as a gauge for
measuring the unit's effectiveness. The three (3) indicators depend on MORALE
because it is the sum total of all the attitudes of the soldier. While the leader
should strive for increasing MORALE, his efforts must always be directed
towards building up all the indicators of leadership. The absence of reduction of
one indicator could adversely affect to destroy the others.

THE LEADERSHIP INDICATORS

1. Morale
2. Esprit de Corps
3. Discipline
4. Proficiency

1. MORALE - IS THE STATE OF MIND OF AN INDIVIDUAL. It

depends on his attitude toward everything that affects him - his fellow soldiers,
his leaders and Army life in general. Morale is closely related to the satisfying of
man's needs. HIGH MORALE is a state of mind, which gives the soldier a feeling
of confidence, and well being that enables him to face hardship with courage,
endurance, and determination. MORALE CAN BE DETERMINED BY:
Appearance, Personal conduct, Standard of Military Courtesy, Personal Hygienic,
and Job Proficiency.

2. ESPRIT DE CORPS - IS THE LOYALTY TO, PRIDE IN,

AND ENTHUSIASM FOR THE UNIT AS SHOWN BY ITS MEMBERS. Whereas
morale refers to the attitude of the soldier, esprit de corps is the unit spirit. It is
the common spirit reflected by all members of a unit and provides group
solidarity. It implies devotion and loyalty to the unit and all for which it stands, and
a deep regard for the unit's history, traditions, and honor. It is the unit's
personality and expresses the unit's will to fight and win in spite of the seemingly
insurmountable odds. Esprit de corps depends on the satisfaction the members
get from belonging to a unit, their attitudes towards other members of the unit,
and confidence in their leaders.

3. DISCIPLINE - IS THE ATTITUDE THAT INSURES PROMPT

OBEDIENCE TO ORDERS AND THE INITIATION OF APPROPRIATE ACTION
IN THE ABSENCE OF ORDERS. When achieved in a unit, it is an attitude that
keeps soldiers doing what they are supposed to do and as they are supposed to
do it through strong inner conviction. Good discipline is constant and functions
whether or not outside pressure or supervision is present. Before a man can act
resourcefully in the absence of orders, he must have an understanding of what is
to be done and the role he must play.

4. PROFICIENCY - IS THE TECHNICAL, TACTICAL, AND

PHYSICAL ABILITY TO DO THE JOB WELL. Unit proficiency is the sum of the
skills of all the men in the unit welded together by the leader into a
smooth-functioning team. A unit will attain proficiency when its leader demands
high standards of individual and group performance. Therefore, much of the
leader's time must be spent supervising training.

b. An effective leader is one who follows the principles of leadership

with awareness of the forces, which are influencing his behavior, and that of his
men. He understands himself, his men, his job, and the situation.
Understanding, however, is not enough. The effective leader is also able to
evaluate his unit using the INDICATORS of leadership and act appropriately in
light of his awareness. He is one who can assess the forces that influence his
action and then behave in the manner that produces the best results.

V. STRESS:

A common problem faced by Army leaders is that of dealing with the

stress which they and their men experience. Because stress can reduce the
level of discipline and efficiency in a man or unit, a leader must identify stress
producing situations and behavior resulting from stress so that he can avoid or
correct the situation or behavior.

a. FRUSTRATION - is a behavior pattern that results when one is

impeded by EXTERNAL or INTERNAL obstacles or pressures.

b. CAUSES OF FRUSTRATION:

1. DELAYING OR BLOCKING - is caused when the level of

achievement is lower than the level of aspiration or when there is a delay in the
achievement of a goal.

2. CONFLICTING - is caused when someone desires two or

more goals, but the satisfying of one causes the denial of the other.

c. REACTIONS/RESULTS OF FRUSTRATION:

1. AGGRESSION - characterized by hostility, striking out,

smashing objects, snide remarks.

2. RATIONALIZATION - is a behavioral reaction in which the

frustrated person blames someone else for his inability to achieve some goal or
talks himself out of the desirability of a goal.

3. REGRESSION - failure to act one's age. One simply got his

way by a display of temper as a child and reverts to this behavior in an effort to
have his way as a man.

4. FIXATION - characterized by compulsive, stereotyped,

repetitive behavior. He may exhibit the same behavior or pattern over an over
again without attempt to adjust to the situation.

5. RESIGNATION - characterized by loss of hope, escape from

reality, withdrawal, and retreat from the source of frustration.

6. NEGATIVISM - is the most common reaction to frustration,

wherein the person adopts a negative resistive attitude towards the situation.

d. HOW TO COPE WITH FRUSTRATION:

Once you determine that a man or a group is frustrated, IDENTIFY

the source of the frustration and TRY TO SOLVE the problem. You must be
CAUSE oriented and not SYMPTOM oriented. Do not make a snap judgment.
By discussing a man's problem with him, you can in most cases be able to
determine or to help him determine the cause of his problem. However, solving
the problem is NOT the final step for the leader. After the cause of the frustration
has been identified and eliminated, the leader must take steps to prevent the
recurrence and future frustration.

e. OVERLOAD POINT - is the point at which a person is no longer

able to function effectively under pressure that he feels.

f. HOW TO COPE WITH PRESSURE:

1. Increase the soldier's knowledge and self-confidence by

training;
2. Put the right man in the right job;
3. Minimize personnel changes or reshuffle;
4. As a leader, be present in stressful situations.

VI. DECISION MAKING:

a. DECISION MAKING - is a conscious process for selecting a course

of action from two or more alternatives for the purpose of achieving a desired
result. A decision cannot be made if the leader does not have a choice between
courses of action. If only one choice is available, NO DECISION IS REQUIRED.

b. DECISION MAKING PROCESS:

1. PREPARE a) Identify the problem

b) Gather information
2. DECIDE c) Develop and list courses of action
c) Analyze the courses of action
d) Select the best course of action
3. ACT e) Implement & Re-evaluate the
solution

ONCE THE DECISION IS MADE, IT IS TIME TO ACT!!!

c. DECISION MAKING ERRORS:

1. Solving without long range planning

2. Relying too much on experience
3. "Doctoring" of facts
4. Passing the buck-no self-decision

d. Decision-making is a continual process involving interpersonal

relationship from top to bottom in any organization. Before a good decision can
be reached, the leader must first recognize the problem and gather all
information needed to solve the problem. Second, he must develop, analyze,
and select the best solution to the problem. Upon reaching a decision, he must
inform those concerned of the decision and be alert for changing situations,
which may require his decision to be modified or changed.

VII COMMUNICATION:

a. COMMUNICATION - IS AN EXCHANGE OF INFORMATION.

Through communication with others, the leader employs his command and
issues his decisions for action. Without the ability to convey instructions and
orders to subordinates clearly, the leader may as well operate in a VACUUM,
completely detached from his unit. AA good plan is worthless unless every man
in the unit understands his part.

b. TYPES OF INFORMAL COMMUNICATION:

1. Lateral - exchange of information between leaders or staff

members of equal levels in the organization.
2. Social - based on the social position within the unit, inside or
outside working hours.
3. "Grapevine" - is the chain of command system of
communication.

c. COMMUNICATION BARRIERS:

1. Distortion
2. Lack of an open exchange of information.
3. Lack of trust.
4. Language/Dialect differences.
5. Personalities clashes and power struggles.
6. Lack of confidence and respect.

d. Communicating is the very essence of leadership because no

leader is effective unless he can communicate. Through an awareness of the
barriers to communicate, the leader can decide which communication system to
use, how to reduce the effects of the barriers, and where to look should
breakdowns occur. Good communication does not just happen - it must be
developed and maintained by each and every leader.

VIII. COUNSELLING:

a. COUNSELLING - is the art of communicating advice, instruction, or

judgment, with the intent of influencing a person's attitude or behavior. It is one
of the key elements of leadership. Counseling aims at changing things for the
better in the relationship, behavior, and functioning of persons. It is a process for
assisting a person to find answer to his problems. It may be conducted either
FORMALLY or INFORMALLY.
In order to be an effective counselor, each leader must first be
AVAILABLE TO HIS MEN. Leaders should admit to themselves that they have
particular likes, dislikes, biases, and prejudices and they must be careful not to
let these interfere with the relationship between themselves and their men.
Instead of trying to solve every problem himself, the leader should encourage the
counselee to solve his own problems.

b. PURPOSE OF COUNSELING:

1. To provide encouragement and support for change in the

counselee.
2. To provide information in the form of knowledge and sources
of knowledge that will help the counselee improve.
3. To reinforce the counselee's expressions of feeling or
present ideas that will help him improve performance or solve his own problems.

c. QUALITIES OF A GOOD COUNSELOR :

1. Observant
2. Communicative
3. Flexible

d. TYPES OF COUNSELING:

1. Performance - for improving job performance of a man or

unit.
2. Personal - helping a man reach a solution to personal
problems which pertains to himself, such as: rank & promotion, job assignment,
financial, family.
3. Professional - conducted by men who are qualified in
specialized fields, such as: medicine, law, religion, or finance.
4. Career - which informs men concerning a career in the Army.

e. TYPES OF COUNSELING APPROACHES:

1. Directive - with the use of manuals, SOPs, policies,

directives, or any other special materials.
2. Non-directive - persuading the counselee to solve his own
problem with your help and guidance without the aid of manuals, SOPs. As a
counselor, you only aid him in its solution only by helping him to remove
self-constructed obstacles.
The non-directive counselor must be a GOOD LISTENER.
Non-directive counseling should be used when a man is dissatisfied with his job,
request career guidance, or is having financial difficulties.
3. Electic - combination of the directive and the non-directive
approach to assist a person to make the proper adjustments or to solve his own
problems as efficiently as possible.

f. Not all soldiers will ask for help. Therefore, the leader must know
his men well enough to recognize their need for assistance. THESE ARE THE
INDICATORS:

1. Performance
2. Attentiveness or Concentration.
3. Drunkenness
4. Deliberate Acts of Misconduct.
5. Negative Reaction.

g. THINGS TO BE CONSIDERED IN PREPARATION FOR

COUNSELING:

1. The leader should review all the background information.

2. The place of the interview should have a PRIVACY to
prevent distractions and maintain a confidential atmosphere.
3. High level of formality must be eliminated.

h. CONDUCTING THE INTERVIEW:

1. INTRODUCTION/OPENING - the opening few minutes are

probably the most critical phase of the interview.

a) Establish a relationship with the counselee.

b) Relieve any tension.

2. DISCUSSION/BODY - the leader should guide the interview.

c) Avoid detours.
d) Avoid fruitless conversation.
e) Use brief questions.
f) "Save the face" of the counselee - don't embarrass
him.
g) Capitalize on WHO, WHAT, WHERE, WHEN and
WHY.
3. ENDING -
h) Dismiss the counselee in a graceful manner.
i) Be sure the counselee understood everything.
j) The conversation should end at a natural stopping
point.

*** Even though the counseling interview is over, that does not mean that
the job is over. Certain follow-up actions must be taken. The leader must
continue to evaluate performance and he must check to insure the personal
problems no longer exist. If problems still exist, further counseling is necessary.

i. All leaders must be good counselors. Their objectives are to

reinforce good behavior or to help men who have problems to help themselves.
Accomplishment of this task requires an understanding and the application of the
proper techniques and approaches to the various types of counseling.