The U.S. Army Leadership Field Manual PDF
Preview The U.S. Army Leadership Field Manual
ArmyFMRevRN.qxd 1/29/2004 2:29 PM Page viii ArmyFMRevRN.qxd 1/29/2004 2:29 PM Page i Field Manual No. 22-100 The US Army Leadership Field Manual BE, KNOW, DO Center for Army Leadership McGraw-Hill New York Chicago San Francisco Lisbon London Madrid Mexico City Milan New Delhi San Juan Seoul Singapore Sydney Toronto ArmyFMRevRN.qxd 1/29/2004 2:29 PM Page ii Copyright © 2004 by The McGraw-Hill. All rights reserved. Manufactured in the United States of America. Except as permitted under the United States Copyright Act of 1976, no part of this publication may be reproduced or distributed in any form or by any means, or stored in a database or retrieval system, without the prior written permission of the publisher. 0-07-145842-5 The material in this eBook also appears in the print version of this title: 0-07-143699-5. All trademarks are trademarks of their respective owners. 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ArmyFMRevRN.qxd 1/29/2004 2:29 PM Page iii For more information about this title, click here Contents Introduction for the Business Reader v Foreword vi Preface ix Part One The Leader, Leadership, and the Human Dimension 1 Chapter 1 The Army Leadership Framework 3 Chapter 2 The Leader and Leadership: What the Leader Must BE, KNOW, and DO 21 Section I. Character: What a Leader Must BE 21 SECTION II. Competence: What a Leader Must KNOW 46 SECTION III. Leadership: What a Leader Must DO 48 Chapter 3. The Human Dimension 51 Part Two. Direct Leadership: For First-line, Face-to-Face Leaders 73 Chapter 4. Direct Leadership Skills 75 Chapter 5. Direct Leadership Actions 89 Part Three. Organizational and Strategic Leadership 119 Chapter 6. Organizational Leadership 121 SECTION I. What It Takes To Lead Organizations—Skills 122 SECTION II. What It Takes To Lead Organizations—Actions 131 SECTION III. A Historical Perspective of Organizational Leadership—General Ridgway in Korea 150 iii ArmyFMRevRN.qxd 1/29/2004 2:29 PM Page iv Contents Chapter 7. Strategic Leadership 154 SECTION I. Strategic Leadership Skills 155 SECTION II. Strategic Leadeship Actions 167 SECTION III. A Historical Perspective Of Strategic Leadership— General of the Army Marshall During World War II 181 Appendix A. Performance Indicators 185 Appendix B. Character Development 193 Source Notes 196 Index 203 iv ArmyFMRevRN.qxd 1/29/2004 2:29 PM Page v Introduction for the Business Reader By Jeffrey A. Krames Author, The Welch Way and What the Best CEOs Know The United States Army has created scores of exceptional leaders from every rank and file. The Army emphasis on character, loyalty, honor, integrity and personal courage is relevant to leaders in any field of endeavor, especially business and organizational leadership. It is for this reason that McGraw-Hill is publishing The US Army Leadership Field Manual. The ideas in this book are the offspring of two centuries of US Army experience and wisdom, guided by constant learning by doing, and the need to respond to continually changing envi- ronments and challenges. If, when you think of the Army, you imagine an officer standing on a perch barking out commands to his troops, this manual will surprise you. This is not the Army way. Leadership is not about rank or stripes on a uniform, but about responsibility, accountability, and the achievement of mission. The US Army Leadership Field Manual teaches these important lessons while reinforcing the value of selflessness. Colonel Jenkins emphasizes this point when he declares in chapter one, “To our subordinates we owe every- thing we are or hope to be.” At the core of the Army approach to leadership is character: “Character describes a person’s inner strength” and “Command is a sacred trust” are two vital precepts of the Army’s leader- ship code. Building on this solid foundation, The US Army Leadership Field Manual presents vital information that can help to shape leaders who inspire people, organize actions, develop strategy, and respond to uncertainty with speed and effectiveness. While the examples and anecdotes are extracted from the Army’s colorful military history, they translate well into any leadership context. As General Shinseki writes in his introduction, “We call on our leaders to translate character and competence into leader actions.” There are many vivid portraits of leader actions throughout this book. For example, on page 16 there is a stirring depiction of the amphibious landings in Normandy in World War II. The decisive actions of those paratroopers on that fateful day may be the best example of leadership ever exhibited. Thrown off course by weather and enemy fire, thou- sands found themselves miles from their drop zones. Fortunately, the training of those men v Copyright © 2004 by The McGraw-Hill. Click here for terms of use. Copyright © 2005 by Myrna B. Shure. Click here for terms of use. ArmyFMRevRN.qxd 1/29/2004 2:29 PM Page vi Introduction for the Business Reader kicked in at exactly the right time. Trained to take the initiative instead of waiting for an order, one unit liberated a village while many others achieved their mission despite the long odds. “This was the payoff for hard training and leaders who valued soldiers, communicated the importance of the mission, and trusted their subordinate leaders to accomplish it.” Many leadership books are theoretical in approach. This one is grounded in action. It describes the competencies and lists the actions that lead to success on the battlefield. The US Army Leadership Field Manual explains what any enduring organization should expect from its leaders, and shows how to acquire the vital skills that turn ordinary soldiers—or employ- ees in any type of organization—into authentic leaders. In the waning days of 2003, Time Magazine named the American soldier its “Person of the Year” for the second time in the magazine’s history (the first was in 1950, at the onset of the Korean War). In making this extraordinary pronouncement, Time commented: “The fight for peace demands different skills of the soldiers: not just courage, but constancy; not just strength, but subtlety.” It is my belief that in using this manual we can learn the importance of charac- ter, while mastering the invaluable leadership lessons of constancy, strength, and subtlety. vi ArmyFMRevRN.qxd 1/29/2004 2:29 PM Page vii UNITED STATES ARMY THE CHIEF OF STAFF FOREWORD Soldiers represent what’s best about our Army. Day in and day out, in the dark and in the mud and in faraway places, they execute tough missions whenever and wherever the nation calls. They deserve our very best—leaders of character and competence who act to achieve excellence. That theme resounds throughout this book and echoes our time-honored prin- ciple of BE, KNOW, DO. This leadership manual lays out a framework that applies to all Army leaders—officer and NCO, military and civilian, active and reserve component. At the core of our leadership doctrine are the same Army Values embedded in our force: loyalty, duty, respect, selfless service, honor, integrity, and personal courage (LDRSHIP). The framework also outlines physical, mental, and emotional attributes that together with values form character—what a leader must BE. Being a person of character is fundamental to our Army. What makes Army leaders of com- petence are skills with people, ideas, things, and war fighting. We refer to those four sets of skills as interpersonal, conceptual, technical, and tactical. Many are common to leaders in all situations; some additional skills are required for those who gain increasing respon- sibility. Leaders of character and competence are those with the appropriate skills, leaders who KNOW their people, their equipment, and their profession. All that is still not enough. We call on our leaders to translate character and competence into leader actions. Army leaders influence people—by providing purpose, direction, and motivation—while operating to accomplish the mission and improving the organization. Leaders inspire others toward uncommon goals and never lose sight of the future even as they labor tirelessly for the demands of today. That is what we expect our leaders to DO. Unlike the previous editions, this leadership manual covers three levels of leadership— direct, organizational, and strategic. While the skills and actions necessary for leadership success at the direct level continue to be important at higher levels, organizational and strategic leaders need additional skills to perform in their more complex roles. I urge Army leaders to ready this manual thoroughly, study it carefully, and teach it faith- fully. But above all, I challenge you to be leaders of character and competence who lead oth- ers to excellence. Whether supporting, training, or fighting, America looks to you to BE, KNOW, and DO what is right. Eric K Shinseki General, United States Army Chief of Staff vii Copyright © 2004 by The McGraw-Hill. Click here for terms of use. ArmyFMRevRN.qxd 1/29/2004 2:29 PM Page viii This page intentionally left blank.
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