BookLink ~ The U.S. Army Leadership Field Manual

Army Leadership ~ Competent, Confident, and Agile

As I said in my inaugural post, I wanted this blog to not only be informative, but interactive as well.  One of the interactive elements of this blog is to have a virtual reading room for my blog’s readers; where recommended books, articles, etc., would be listed, and where there would be a forum for discussion about what we are reading.

Today, I am introducing a new feature that will provide you the opportunity to have direct and complete access to military-oriented leadership books, pamphlets, field manuals, and other resources of information. The BookLink Leadership Reading Series will be a weekly “book club” where I will provide you a link to the full text of a book, and together we will read and discuss its content. With the rapid growth in e-book popularity, and the ever-increasing availability of books and literature online (in some cases for free), I saw BookLink as a logical forum for delivering valuable information and knowledge, as well as the opportunity of sharing together what we learn from the books and manuscripts I will be presenting.

We start with The U.S. Army Leadership Field Manual. For the next four weeks, we will read prescribed sections of the text and then discuss them here. I hope you will join me for this invaluable reader’s journey to increased knowledge and leadership wisdom.

Below, you will see an interactive embedded version of this book. You will see that it is easy to page through the document, zoom in & out, expand to the full screen view, etc. You may also go directly to Scribd.com at http://www.scribd.com/doc/6255277/FM-622-Leadership-US-Army to view or download it. Also, The U.S. Army Leadership Field Manual can be found and downloaded for free at The United States Army Combined Arms Center (Fort Leavenworth, Kansas), Center for Army Leadership, website at http://usacac.army.mil/CAC2/repository/materials/FM6_22.pdf.

Our reading schedule, along with weekly discussions of what we’ve read, for the next four weeks will be as follows:

January 23 to 30 – Chapter 1 thru 5 (pages 1 thru 53) – Discussion post will be on January 30

January 30 to February 6 – Chapter 6 thru 9 (pages 54 thru 106) – Discussion post will be on February 6

February 6 to 13 – Chapter 10 thru Appendix A (pages 107 thru 155) – Discussion post will be on February 13

February 13 to 20 – Remainder of the book (pages 156 thru 216) – Discussion post will be on February 20

View this document on Scribd

For more than 50 years, The U.S. Army Leadership Field Manual has provided leadership training for every officer training program in the U.S. Army. This edition brings the manual’s value-based leadership principles and practices to today’s business world. The result is a compelling examination of how to be an effective leader when the survival of your team literally hangs on your decisions. More than 60 gripping vignettes and stories illustrate historical and contemporary examples of army leaders who made a difference.[i-a]

The U.S. Army Leadership Field Manual also provides:

  • A leadership approach based on the army’s core principles of “Be, Know, Do”
  • Hands-on lessons to enhance training, mentoring, and decision-making skills
  • Chapters that focus on the different roles and requirements for leadership[i-b]

This volume is the product of The Center For Army Leadership, which conducts research on emerging leadership trends, and establishes the standards of leaders in the U.S. Army. The Center, located at the General Staff College at Fort Leavenworth, KS, also creates the leadership training curriculum used throughout the Army. This book is known in the military as FM 6-22 (formerly FM 22-100), The U.S. Army Leadership Field Manual. It is the single-source reference for all U.S. Army leaders. American army training repeatedly emphasizes moral leadership, character and integrity, as seen in this primary field manual of leadership, which is used by soldiers and officers everywhere.[i-c]

As the keystone leadership manual for the United States Army, FM 6-22 establishes leadership doctrine, the fundamental principles by which Army leaders act to accomplish their mission and care for their people.[ii]

The Army does two things each and every day: it trains its soldiers, and it grows them into leaders. The principles and practices of effective leadership that make the United States Army the greatest land force in the world are relevant, as well, to civilian organizations–businesses, nonprofit organizations, and governmental agencies.[iii]

In the Army, leaders need to lead men into battle, and keep them cohesive in the face of danger and death. How do you do that? It’s not about shouting orders, the book makes clear. It’s about taking responsibility and leading from the front, sharing risks with your people, and forging your own character so that you deserve to lead. This book shows you how to do that, and how that kind of leadership works just as well in business. It doesn’t make this kind of leadership sound easy, because it’s not. But it does show that if you’re willing to do the work and adopt the discipline, you can be a leader.[iv]

Army Leadership describes the character, competence, knowledge, and results-driven initiative that the U.S. Army seeks to develop within every one of its soldiers, regardless of rank.  It teaches to Be of strong ethical and moral character (loyalty, integrity, discipline), Know valuable skills and knowledge (technical and personal), Do utilize the leadership skills to make a difference.[v]

Be– To be an effective leader you have to be the kind of person people want to follow. This comes down to almost the Golden rule, Do unto others as you would have them do unto you. Other words would be loyalty, integrity, personal courage; a good set of personal qualities that make a good person. Leadership is about character. It is not a pretense. Honesty, discipline, and duty are paramount for a leader.[vi-a]

Know – Every leader must be knowledgeable.  Not only about their job, but everyday things. You have to know what you are asking subordinates to do. It’s hard to lead people into doing things that you can’t do yourself.[vi-b]

Do – The old adage, Follow Me, summarizes the leader’s point of view. You have to do; you have to show the way. Leaders put their skills to good use.[vi-c]

People want leaders who are honest, competent, forward-looking, and inspiring…People willingly follow only those who know what they are doing. One of the quickest ways for a leader to lose trust and commitment of followers is to demonstrate incompetence…Character and competence, the Be and the Know, underlie everything a leader does. But character and knowledge – while absolutely necessary – are not enough. Leaders act; they Do…They solve problems, overcome obstacles, strengthen teamwork, and achieve objectives. They use leadership to produce results.[vii]

Leadership is a deep and complex subject because it requires one to deeply understand oneself and the others. The leadership curriculum at West Point, and virtually all military leadership training schools, repeatedly emphasizes moral leadership, character and integrity. The U.S. Army Leadership Field Manual stresses ethics and high moral character.[viii]

The Army teaches leadership at all levels from the squad leader with only a few subordinates to generals with hundreds of thousands. The US Army has determined that in some fashion everyone that reports to you is also a leader and needs to be trained and respected as such. The US Army’s leaders are actively developed at all levels so that they can lead and develop others. The “values” and the “leadership” embodied by the U.S. Army make it one of the most respected institutions in the world.[ix] Learn from the best. The US Army produces the most effective leaders. Ask anyone who has hired a veteran.[x]
 
Copyright © Dale R. Wilson
 

Footnotes –

[i-a,b, c] The U.S. Army Leadership Field Manualhttp://www.getabstract.com/en/summary/leadership-and-management/the-u.s.-army-leadership-field-manual/3498/ – getAbstract (The World’s Largest Library of Business Book Summaries) – Accessed 23 January 2012 – http://www.getabstract.com

[ii] Headquarters, Department of the Army, Army Leadership – Competent, Confident, and Agile, October 2006, page v.

[iii] Eric K. Shinseki (USA Ret.), Frances Hesselbein, Be – Know – Do: Leadership the Army Way: Adapted from the Official Army Leadership Manual. From the Introduction by Frances Hesselbein and General Eric K. Shinseki. San Francisco: Jossey-Bass, 2004. Print.

[iv] Be – Know – Do: Leadership the Army Way: Adapted from the Official Army Leadership Manual – Customer Reviews – http://www.barnesandnoble.com/w/be-know-do-eric-k-shinseki-usa-ret/1006063934 – Barnes & Noble (BN.com) – Accessed 23 January 2012 – http://www.barnesandnoble.com

[v] The U.S. Army Leadership Field Manual – Customer Reviews – http://www.amazon.com/U-S-Army-Leadership-Field-Manual/dp/0071436995 – amazon.com – Accessed 23 January 2012 – http://www.amazon.com

[vi-a,b,c] Be – Know – Do: Leadership the Army Way (J-B Leader to Leader Institute/PF Drucker Foundation – Customer Reviews – Page 1 – http://www.amazon.com/Know-Leadership-Institute-Foundation-ebook/product-reviews/B003C2SOVA – amazon.com – Accessed 23 January 2012 – http://www.amazon.com

[vii] Ibid.

[viii] The U.S. Army Leadership Field Manual – Customer Reviews – http://www.amazon.com/U-S-Army-Leadership-Field-Manual/dp/0071436995 – amazon.com – Accessed 23 January 2012 – http://www.amazon.com

[ix] Be – Know – Do: Leadership the Army Way (J-B Leader to Leader Institute/PF Drucker Foundation – Customer Reviews – Page 2 – http://www.amazon.com/Know-Leadership-Institute-Foundation-ebook/product-reviews/B003C2SOVA?pageNumber=2 – amazon.com – Accessed 23 January 2012 – http://www.amazon.com

[x] Army Leadership FM 6-22 (FM 22-100) – Customer Reviews – http://www.amazon.com/Army-Leadership-FM-6-22-22-100/dp/0981620671 – amazon.com – Accessed 23 January 2012 – http://www.amazon.com

3 Responses to “BookLink ~ The U.S. Army Leadership Field Manual”

  1. David A. Hickman Says:

    Friday, September 16, 2011Leadership Effects January 2011
    I had some reservations about publishing this paper that I wrote last year for concern that others would think ill of me or that it was an attempt to curry favor. At some point in life you will be confronted with a choice: simply speak your mind regardless of what others may think of you. A few military magazines looked it over. It’s my take on leadership from those who were with me state side and Iraq.

    LEADERSHIP EFFECTS January 2011
    Singular perspective in the mind of any leader will lead him to fail. If uncorrected, it will pass to the others around him and the organization will follow.
    Leadership has been defined in a number of ways, but the end result should always be to the benefit of one another, our Soldiers, our military, and our country. Leadership as defined by the Army, uses phrases such as “influencing others” and “providing purpose, direction and motivation”1.
    This is still true, but the focus of a leader should be on the effects of his or her leadership. Further, if leaders do not grasp the “human aspect” of leading, how can the organization improve? A number of us may overlook the cause and effect of leadership or the lack there of. Poor leadership or leadership “in part” will not result in just failure alone when the cost paid for the lack of leadership may be another human life.
    Leaders at every level should agree that there are two elements that make up any mission-oriented organization, those who follow during mission execution and the select few who lead them. Both are required to achieve any task that places the organization in a tactical advantage over another or to restore security. Failure by either will leave the unit with an incomplete task and lack of sufficient support to accomplish it to the fullest benefit of the organization. From our perspective, the odds will not be in favor of those left to deal with the failure of any leader or subordinate. Most of the failures of subordinates can be traced to their leaders. However, after a leader has implemented every measure of instruction and attention that can be given, a subordinate may still make the wrong choice. He or she is, in fact, just as human as their leaders, and that Soldiers’ free will may not always sway to do what is right. Regardless of the origin of the fault, we as leaders accept responsibility for what our subordinates do right and wrong. This approach to leading helps leaders to focus even further on their subordinates.
    The Army is the one institution in which the leader accepts the fault for what their subordinates fail to do. There is no blame. With regard to ethical decisions, there may be an unseen flaw within the subordinate’s moral judgment and character. As leaders, we spend time guiding subordinates both during training and after hours with regard to their personal actions and choices. We remind them that poor choices can lead to adverse actions which will be detrimental to their privileges and rank. How often do we convey to our subordinates the “effects” that their actions can have on others in the organization? How can we as leaders become more efficient in identifying the start of potential issues if the leader is not involved in the personal lives of their subordinates?
    Rank has never been a requirement to lead. Rank never compels a Soldier to push himself beyond the limitations of his mind. Determined young Specialists can take charge and lead if they have been under sound leaders during the first part of their tenure in the military. Many of us have seen this. Rank is needed, but it is nothing more than a visual hierarchy that displays a level of authority that an individual leader has been entrusted with, not entitled to, for his or her position of duty. It is visible within the organization at every level. Our character must be balanced with regard to the rank that we hold and the rank that we advance to. At one end of the extreme, if we are not balanced in character, we run the risk of abusing our authority. Worse yet, at the other end, we fail to provide for our subordinates in training or human needs.
    Human needs go beyond those that are required to survive in the physical body. All leaders should have learned this as they advanced up through their respective positions of authority, or so we think. Avoiding the mistake of promoting individuals with poor character or weak leadership ability is perhaps the one fact that causes leaders to have reservations about a Soldier being promoted to the rank of Sergeant based on time in service alone. Serious consideration needs to be taken when selecting subordinates for promotions. If we receive a leader who was promoted in this manner, all we can do is take what is there and make it better. In so doing, there are two points that leaders need to keep in mind when assessing incoming leaders who will either be our subordinates leaders, peers and Senior Leaders. First, the leader has no insight as to the methods of their training and mentorship. Poor leaders create more poor leaders, and bad habits carry from one to another. Every leader has faults and may fall short in some aspect of his duties, but it’s the leaders who choose to address these issues who become leaders of genuine character and look beyond “self” seeking to improve. Second, even if a leader has been instructed in the requirements of basic human needs, it is still not evidence that this leader is in practice of executing the correct actions of leadership.
    The leader development process for subordinate leaders and Soldiers is not to be taken with a “half-hearted” approach. One Army perspective states: “During this leader development process, the responsibility for a leader’s complete development is mutually shared by the leaders of the Army Education System, Commanders, and Leaders in the field, and the leaders themselves”2.
    Instructors in the Army Education System are in place to develop “line leaders” to better the organization. One unavoidable fact is that instructors are only with their respective student leaders for the duration of the developmental course. Course curriculum “highlights” the “job aspect” of their responsibilities and many leaders end up getting pushed through the course, keeping to the weekly schedule so long as all attendees receive passing scores on their exams. Instructors cannot fully evaluate leaders with regard to their ability to grasp and understand the “human considerations” in leading and developing their subordinate leaders and subordinates. Leaders on the line spend a good deal of their time involved daily with their Soldiers, but if the line leaders did not have the proper mentorship during their development, they will not be “in tune” with the human side of subordinate development. Many leaders in the Infantry often face the “taboo” designation as being a “Joe Lover” when other leaders witness the care for the well-being of subordinates. I agree that there needs to be a balance, but all leaders need to be attentive to the emotional and other human needs of their Soldiers. Neglect or failure to provide opportunity to resolve issues affecting emotional needs will allow doubt to enter the minds of subordinates causing instability in their emotional well being. Issues left undone will foster an unfocused mind during the execution of missions. A subordinate who is not focused on the mission will prove to be detrimental to himself and those around him, which can result in
    the loss of life. The efforts of an unfocused Soldier provide nothing more than a void in security. He or she is of no use to the organization in their present state.
    Leadership has focused mostly on compelling our subordinates to execute missions that affect those within the organization at every level as well as the host nation in which the organization operates. This is still both true and necessary for achieving the mission as set forth by the intent of any Commander. With regard to our history of leadership, mission accomplishment was a top priority regardless of the effects in human costs and subordinate needs. Today we recognize that care for the human side of our Soldiers is a fundamental requirement for the operation of a successful organization. It should never be to a point where subordinates become soft or fall short in standards, but there needs to be a balance between the two. Mission accomplishment is still top priority, but we cannot ignore the human side.
    On today’s front, leadership often involves directing and continually encouraging subordinates to execute tasks that would normally be against any human will if given a choice because it places them in danger. For this reason, Soldiers and Leaders need to understand that being a Soldier is not just a “job” and should never be considered just a career. In truth, it is a profession that requires a great deal of personal conviction. We
    chose our profession and we also chose to lead well, in part or not at all. Whatever measure of effort we put into our leadership, it will be visible through our actions and the performance of our subordinates. Leading Soldiers will always have results and consequences. Choices in leadership will always have effects. Good or bad. How do we accomplish the task of leading subordinates in the execution of missions that could result in the loss of life? Further, how can we grasp the reality of both our will and that of our Soldiers to strive for mission success during which it’s execution we’re acutely aware that it could be our lives that are lost? We as leaders must also be prepared to both witness and deal with the loss of those that we serve with as leaders and those with whom we lead. We’ll also deal with the emotional effects of our remaining subordinates that will be brought on by the death of a peer. I want to pose two questions for thought and a genuine inward reflection for all of us as leaders. This is the only time that “self” needs to come first; when assessing one’s character as a leader. What if that loss of life was due to the failure on our part to lead effectively? Do you really think Soldiers will be unaware of our part in this failure? This is reason for absolute personal conviction within every Soldier. Most especially those in the ranks of the Infantry and Combat Arms, but all Soldiers facing adversity and genuine risk of death fit this category. With regard to personal conviction, if Soldiers and Leaders do not have within themselves a sense of duty and belonging to each other, their unit and Nation, they do not possess genuine personal conviction. Conviction and belief in the preservation of the well being of our subordinates and one another are the traits of selfless service. These traits are present within the character of only a few. Most new Soldiers use the military as a “test bed” for figuring out their lives and what they want. Leaders have the responsibility to instruct their Soldiers on the importance of selfless service. Further, while it’s ok for them to figure out their lives in the Army, leaders must help them grasp the reality that the effects of their choices have much more “gravity” when the organization as a whole must deal with the outcome. All Soldiers must understand that our purpose is greater than ourselves and we must implement sound judgment in every decision that we make both on and off duty. This personal conviction motivates these Soldiers and Leaders to give of themselves. When Soldiers see their peers wounded and regrettably at times their death, it will cause them to appeal in action on behalf of those around them that have fallen. The decision to step forward and take this action is the ultimate form of selfless service. This kind of selfless service happens often within our ranks. Our appreciation to one another for such actions is evident, but seen only by those who endured with us.
    In one previous unit, our Battalion Commander made it clear that there must be a complete “buy in” in the unit mission and the Commander’s intent for that unit to succeed. Perhaps this instruction came from higher. I agree if the cause is just and there is no violation of moral character or ethics during mission execution. This applies to both tasks within the organization or any act carried out among the populous of the host country. In the countries we operate, there will be those of a mindset that follow extremist beliefs that justify the deaths of their own people. This will make it difficult for Soldiers to execute a Commander’s intent without individuals of this mind set feeling as if the Americans are violating their morals and ethics. Their beliefs are not only contrary to good civil order, but also the entitlement of every human being to dwell peacefully. Our efforts are generally an “effect” of good leadership during the execution of operations that preserve the human entitlement of peace. Peace that at times cannot exist without selfless service and sacrifice for those who are unaware what is given for them. It is a basic human need. When viewed from the perspective of humanity, freedom can no longer be restricted within the boundaries of our country.
    Each and every one of us should reflect inward and ask ourselves, “Am I here just for a career or just to be a Soldier and Leader?” If the answer is “just a career” you have no purpose within the ranks of the Infantry or any branch of the Military service. If a Leader or Soldier is only interested in a career alone or the pay, their first thought will be for “self” rather than “others”. During training and actual missions, the benefit of others and the organization will not be first in their minds. If leaders think this way, what will be the outcome of their decisions? Soldiers and Leaders of this character will never be willing to give of themselves or only give enough if there is some personal gain to be attained. Such gains could be the possibility for advancement in rank or to produce a “false perception” of one’s character in an effort to look good in the presence of superiors and not living sound leadership daily.
    True leadership serves a higher purpose and benefits those above and below us. Leaders focused on “self” do not see the results of the implementation of good leadership. The end-state is the efficient execution of any task. Tasks or missions executed more efficiently will result in less chance of fratricide and the unintentional killing or wounding of civilians. All of which will affect the organization at every level. Genuine leadership is often thankless and any leader not driven by a “career” must understand that the best leadership often goes unseen, even by those that they lead. Subordinates are usually unaware of the sacrifices that leaders make on their behalf. Sacrifice of time, sleep or food. The list can go on. I am comfortable with this, because the daily tasks that need to be carried out are done so efficiently. This creates an environment with less stress. The “machine” runs smoothly. An atmosphere with less stress on subordinates keeps their minds clear and focused when it comes time to execute missions that have a high level of stress and personal threat. The same holds true for tending to the needs of Soldiers with regard to spiritual and emotional needs. For this reason, it’s necessary for leaders to be involved in the lives of their subordinates. Even simply stopping by the barracks during the week-end for a brief check on their Soldiers is important. At the time the subordinate may feel as if their leader is intruding, but usually it is appreciated even if the subordinate never expresses it. Caring for the well-being of subordinates does not stop after the unit gets back from the field, refit is complete, and everyone is on their way after the safety brief. A subordinate’s problems become the problems of their leaders all the way up through the Chain of Command and NCO Support Channel. Don’t ignore it or expect that the Soldier knows how to best deal with the issue. When deployed, if a subordinate learns that they have lost their spouse either to death or even if it’s a fidelity issue, their mind will not be clear during missions. It would be wise to leave this Soldier off of a few patrols in conjunction with seeing the Chaplin and other elements within the military that are present to help service men and women deal with problems. Leadership is never executed for the recognition of “self” by higher leaders. Leadership is any action on my part to train and move my subordinates, conveying to them that this action must be executed for a greater good that affects their lives as well as others. It is more important than ourselves, and requires our genuine attention if it is to be successful. If we fail those who follow us may fail, leaving the task undone. Every action we perform and every decision we make as leaders will have an effect on someone. This is why knowing the “definition” of leadership is not leadership. Our actions, decisions and our example are what “cause” the desired “effects” needed for a successful organization.
    Our country was founded on an unwavering belief in God and self-sacrifice for the whole rather than “self”. Our history reflects that we have a great nation, so I am inclined to believe that their belief in God and selfless actions were just. Regardless of belief in faith, race or ethnicity, leadership is required to succeed. Human needs are the same for all. Self-sacrifice will be demanded of any nation that expects to prosper and preserve the freedoms of its populous or the freedom of other nations who cannot stand for themselves against an oppressor that deprives them of such basic human entitlements. Leaders should never forget that even though his or her selfless service goes unseen, there is always someone looking for our faults as leaders. It will either be someone that only has the intention to point out our faults simply to correct and develop us or it very well may be a leader who is focused on “self” and looks for fault only for the gratification of holding their authority over you. Regardless of which, if we maintain our character and hold ourselves responsible for our duties, they will find very little to point out. But, this requires genuine leadership, daily selfless actions and the ability to look inwardly at our own character. When there is fault, do not let pride prevent the correction of your actions and character. If we are not cautious, we as leaders can become more concerned about how we look with regard to our Officer Evaluation Reports (OER) and Non-Commissioned Officer Evaluation Reports (NCOER) rather than taking care of our subordinates and the greater good of the organization. If we do not conduct an occasional “self check”, a leader can develop a “power trip” or an attitude of “self” rather than executing good leadership. Subordinate leaders and Soldiers will see through it as well. This is often seen in a few newly promoted leaders advancing to a higher level of responsibility. Leaders should always be humble enough to remind themselves that the Army is still a “human organization”.
    That being said, we as leaders can make mistakes. We must never let anything prevent us from addressing our short comings. We all must understand that no matter how high in the Chain of Command or NCO Support Channel we advance to, we can still learn more, improve and develop ourselves. The truth is never tasteful when it is not in our favor. One simple example is choosing the “easy wrong” over the “hard right” or being guilty of choosing “self” over the benefit of those around us. It happens more than we may think. It is still a truth that will eventually be seen, revealing our intent. We need to correct whatever prevents the truth from being in our favor. The majority of Leaders are of genuine character, but being human it’s always good to check our own character, giving our “moral compass” a quick shake to be certain that we’re on the right path regarding our leadership and that “self” comes last. The Seven Army Values are a good corner stone if we as Soldiers and Leaders practice the values rather than just committing them to memory. If all Soldiers and Leaders choose to serve others rather than “self”, the organization as a whole will be in good care. The choice of “self” will never need to be addressed because your peers and leaders will see to your well being and you theirs.
    SSG David Allen Hickman
    C CO, 2nd BN, 11th IN RGT

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    • David,

      Thank you for sharing your article with my blog. It is quite comprehensive and informative. If no military magazines picked this article up and ran with it, my blog will. I don’t want your written story to get blended into a comment thread, never to be widely seen and read. I’d like to offer it as a guest blog post. I will be in touch to further introduce myself one-on-one with you via email, and to tap you for more interesting stories from downrange and the front lines. Again, thanks for posting your article, and thank you for your readership.

      Dale

      Like

  2. Morrease Leftwich Says:

    Leadership in its simplest form is “the accomplishment of my mission and the welfare of my Soldiers” just as it is written in the NCO Creed of the US Army. The welfare of the Soldiers includes; training, discipline, standards, leading them to success and insuring that their basic human needs are taken care of.

    Like

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